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Manfred F.R. Kets de Vries puts organizations on the couch in this collection of sad, mad, funny, and outrageous essays. By combining the "dismal science" of economics and the "impossible profession" of psychoanalysis, Kets de Vries presents eclectic commentaries on how things really work in organizations. Capturing the essence of the irrationalities that pervade our organizations and compromise our leaders, he offers surprising and useful ideas about what makes organizations tick and why they and the people in them ultimately succeed or fail.
During a period of enforced solitude during the Covid-19 pandemic, Manfred Kets de Vries became introspective, reflective, and considered how executives could emerge from unprecedented global events. The result is a collection of 23 thought-provoking and focused chapters to help executives take stock and re-evaluate their path during a time of uncertainty. Beginning with essays on ‘Managing Self,’ Kets de Vries starts with people’s search for meaning and how we can deal with this important question. Given our need for meaning, the question of human energy is discussed. What gives executives energy? What makes them feel alive? How best to use this energy? Several essays in this section deal with the effects of the pandemic on people’s perception and management of time. The second section focuses on leadership and highlights several executive types you’ve probably encountered at work and struggle to deal with; complainers, belligerent people, and borderlines, will be part of this parade. Also touching upon mental health issues and how organizations should deal with this, this section gives a deep insight into the leadership issues that we now face in what might be termed ‘the new normal.’ Finally, Kets de Vries places societal issues under the microscope. Tackling a multitude of interrelated topics, he explores the challenges of bringing in democratic processes into organizational settings, as well as the perils of loneliness and the issues faced by women in organization – and how society can better deal with it. Littered with Manfred Kets de Vries’ trademark wit and psychological insight into the pressing issues of today, these essays can be read independently or as part of a guided tour around the daily perils of executive life.
The fifth edition of the original, best-selling guide to the ideas of leading management thinkers. The ten additional full-length entries range from classic gurus such as Henry Gantt and the Gilbreth time-and-motion pioneers to the latest thinkers influencing 21st-century business, including Clayton Christensen, master of innovation theory, and Karen Stephenson with her ground-breaking insights into human networks. The lives and work of more than 55 gurus are covered in clear and accessible style, along with penetrating analysis of their ideas and influence on management. Guide to the Management Gurus has sold around the world since its first publication in 1991, and has been translated into more than 15 languages, including Russian, Chinese, Korean and Japanese.
Learn the strategic rules of Sun Tzu and how to incorporate them into your management style. In this translation of The Art of War readers will benefit from the interpretations from other translators and strategist, as well as the 50 strategic rules, including: How to look for strategic turns to meet the competition How to attain strategic superiority and crush the competition How to plan surprise and stay ahead of the game And more timeless wisdom that will allow you to compete and win in the dynamic business environment! Business managers around the world have tapped into this ancient wisdom; it is time to master The Art of War for Managers for the existence and growth of your business!
Alan Goldman provides a behind-closed-doors account of troubled leaders and the effect they have on their organizations. Featuring clinical case studies, the text explores the damaging effects of destructive leadership on organizations and provides the tools necessary for early recognition, assessment, and treatment.
The ninth volume in the Research in Management Consulting (RMC) series—much like the volumes that preceded it—underscores that management consulting is a multifaceted field with a truly eclectic nature. Management consultants range from sole practitioners and those working in small boutique firms to members of global consultancies that literally span the world. Their interventions can consist of relatively simple, commonly available services focused on mid- to lower level organizational members, to those that are far more esoteric in nature, providing vital assistance and direction to key players at the upper echelons of the corporate hierarchy. As consultants we can have individuals, groups and work units, or organizations as our “client,” and engagements can be dominated by junior-level specialists or guided by senior-level gurus and advisors. The volume contains 11 chapters that continue the RMC series’ commitment to enhancing our understanding of and insight into management consulting and the consulting process from a cross-cultural, global perspective. The book is divided into three sections that explore emerging issues and challenges in the management consulting industry, trends and techniques in management consulting interventions, and reflections on consulting and the consulting process. This volume, which captures the dual nature—possibilities and challenges — associated with management consulting, adds to the Janus-faced portrayal of the field. Drawing on the interplay between practice and scholarship, the volume adds to the series goal of gaining a fuller understanding of management consulting theory in practice and practice in context in a quest for actionable knowledge about consultants, consultancies and the consulting process.
This is an indispensable and authoritative guide to the most crucial ideas, concepts and debates surrounding the study and exercise of leadership. Bringing together entries written by a wide range of international experts, this is an essential desktop resource for managers and leaders in all kinds of institutions and organizations, as well as students of business, sociology and politics. Topics covered in this guide include: authority creativity cross-cultural leadership motivation emotional intelligence group dynamics.
Competencies are a component of human capital and one of the most important assets of an enterprise. They play an important role in strengthening the position of the company in a competitive market. Investing in the development of competencies increases the organisation's ability to grow and compete through innovations. This book presents a multi-dimensional analysis of the relationship between managerial competencies and innovations. It analyses the role of a manager in a modern organisation, functions performed by managers, management styles and key challenges, including shaping behaviour in the process of managing change in an organisation, as well as an analysis of the structure of competencies, in particular managerial competencies, and the conditions of the process of forming managerial competencies. Management Theory, Innovation and Organisation: A Model of Managerial Competencies illustrates the organisational conditions of innovativeness, which is the relationship between strategy, structure, organisational culture and leadership and knowledge management and innovation management. The developed model can undoubtedly be considered the author’s pioneering contribution to the studies of managerial competencies and innovativeness. The book will be valuable to researchers, students, and managers in the fields of leadership, organizational studies, innovation management, and human resource management.
A handbook for corporate purchasers of management consultancy services, this unique and highly authoritative guide provides a description of the profession worldwide and advice on how to choose and use its services effectively.
Greeted with great enthusiasm when it was first published, Patrick Dunne's practical guide continues to provide valuable, step-by-step advice on every aspect of running board meetings. Witty and succinct, it is packed with useful tips and techniques to help anyone ensure they are well prepared and that every board meeting runs smoothly. Topics covered include: seating, the agenda, the role of the chairman, presentations to the board, dealing with disharmony, the minutes and the follow-up procedure. There's also advice on how to deal with those troublesome types such as the 'silent seether', the 'young pretender', and the 'dead hand'. Lively and easy to read, this fully revised and updated new edition is essential reading for anyone who has to run or attend a board meeting.