The Leader's Handbook: Making Things Happen, Getting Things DoneMcGraw Hill Professional, 1997 M12 22 - 415 pages Lead your organization into the 21st century with the help of this groundbreaking book that is already creating a stir in corporate boardrooms across America! In a book that does for managers what his mega-bestseller, The Team Handbook, did for teams, Peter Scholtes, who is widely acknowledged as one of the most influential Quality leaders of the decade, shows the real root of management problems. Learn how to stop blaming your workers and start changing the systems with the help of activities and exercises that enable you to immediately begin implementing breakthrough improvements in all your work processes! |
Contents
| ix | |
| 1 | |
| 16 | |
SYSTEMS THINKING THE HEART OF TWENTYFIRSTCENTURY LEADERSHIP | 57 |
GETTING THE DAILY WORK DONE | 94 |
GIVING MEANING PURPOSE DIRECTION AND FOCUS TO WORK | 160 |
BREAKTHROUGH IMPROVEMENT | 187 |
KEEPING TRACK MEASUREMENTS OF IMPROVEMENT PROGRESS AND SUCCESS | 232 |
LEADING BY ASKING GOOD QUESTIONS | 262 |
RFORMANCE WITHOUT APPRAISAL | 293 |
LEADERSHIP INTO THE NEXT MILLENNIUM | 369 |
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The Leader's Handbook: Making Things Happen, Getting Things Done Peter R. Scholtes No preview available - 1997 |
Common terms and phrases
Ackoff activities Alfie Kohn approach better boss breakthrough improvement capabilities Chapter common cause variation communication competencies control chart core resources create cycle delivery Deming Deming's described develop Diagram discussion Edwards Deming employees evaluation example feedback loops flow flowchart focus functions Gantt chart Gemba goals guidelines Identify important individual interactions interdependent involved Kano Kano model Kaoru Ishikawa key process indicators lead Leaders need leadership look managers measure ment methods monitor motivation Myron Tribus operation organization organization's organizational output outstanding PDSA percent performance appraisal PERT chart philosophy priorities problem product or service purpose questions relationships response Russell Ackoff Scholtes SIPOC model skills special cause special cause variation statistical steps strategy success suppliers systems thinking teamwork theory things tion tomers understand variation vision workers workplace
Popular passages
Page 79 - I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.
Page 143 - Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
Page xiii - Someday, after mastering the winds, the waves, the tides and gravity, we shall harness for God the energies of love. And then, for the second time in the history of the world . . . man will have discovered fire.
Page 385 - Manager makes decision and announces it Manager "sells" decision Manager presents ideas and invites questions Manager presents tentative decision subject to change Manager presents problem, gets suggestions, makes decision Manager defines limits; asks group to make decision Manager permits subordinates to function within limits defined by superior FIGURE 14-1 Continuum of Leadership Behavior (From Robert Tannenbaum and Warren H.
Page 135 - I shall pursue either one with the best of my ability, but I cannot do both: 1. To train an army of uniformed British clerks in Spain for the benefit of the accountants and copy-boys in London or perchance. 2. To see to it that the forces of Napoleon are driven out of Spain.