John J. Gabarro Reihenfolge der Bücher

Managing your Isn't that merely manipulation? Corporate cozying up? Not according to John Gabarro and John Kotter. In this handy guidebook, the authors contend that you manage your boss for a very good to do your best on the job―and thereby benefit not only yourself but also your supervisor and your entire company. Your boss depends on you for cooperation, reliability, and honesty. And you depend on him or her for links to the rest of the organization, for setting priorities, and for obtaining critical resources. By managing your boss―clarifying your own and your supervisor's strengths, weaknesses, goals, work styles, and needs―you cultivate a relationship based on mutual respect and understanding. The result? A healthy, productive bond that enables you both to excel. Gabarro and Kotter provide valuable guidelines for building this essential relationship―including strategies for determining how your boss prefers to process information and make decisions, tips for communicating mutual expectations, and tactics for negotiating priorities. Thought provoking and practical, Managing Your Boss enables you to lay the groundwork for one of the most crucial working relationships you'll have in your career.

For too long, professional services firms have relied on the “producer-manager” model, which works well in uncomplicated business environments. However, today’s managing directors must balance often conflicting roles, more demanding clients, tougher competitors, and associates with higher expectations of partners at all levels.When Professionals Have to Lead presents an overarching framework better suited to such complexity. It identifies the four critical activities for effective PSF leadership: setting strategic direction, securing commitment to this direction, facilitating execution, and setting a personal example. Through examples from consulting practices, accounting firms, investment banks, and other professional service organizations, industry veterans DeLong, Gabarro, and Lees show how this model works to:• Align your firm’s culture and key organizational components.• Satisfy your clients’ needs without sacrificing essential managerial responsibilities.• Address matters of size, scale, and complexity while maintaining the qualities that make professional services firms unique.A valuable new resource, this book redefines the role of leadership in professional services firms.

Before they can effectively manage others, managers have to be adept at managing themselves. That requires truly understanding their own passions, motivations, strengths, and weaknesses. This guide offers sage advice from business greats, including Peter F. Drucker and John P. Kotter, on how managers can improve personal performance and productivity and, in the process, become better managers of those they lead.

The book profiles minority executives from three firms, highlighting their journeys and the significant barriers they faced in their careers. It offers a candid examination of the challenges encountered by minorities in a workforce largely dominated by white leadership, shedding light on the systemic issues that persist in corporate environments.

In dieser Studie werden verschiedene Aspekte der Übernahme neuer Positionen durch Manager untersucht. Der erste Abschnitt bietet eine Einführung und definiert die zentralen Konzepte. Die Phasen der Positionsübernahme werden detailliert beschrieben, einschließlich Lern- und Aktionsphasen sowie dem Drei-Wellen-Phänomen, das die Einarbeitung, Vertiefung, Umgestaltung, Stabilisierung und Verfeinerung umfasst. Faktoren, die die Dauer dieser Phasen beeinflussen, werden ebenfalls behandelt. Der nächste Abschnitt fokussiert auf die entscheidenden Unterschiede, die durch erfahrungs- und situationsbedingte sowie persönliche und interpersonelle Faktoren entstehen. Zudem werden Gründe für den Erfolg oder Misserfolg von Positionsübernahmen analysiert. Organisatorische Maßnahmen zur Unterstützung neuer Manager spielen ebenfalls eine zentrale Rolle, wobei Lernen, Beurteilung und die Entwicklung gemeinsamer Erwartungen hervorgehoben werden. Interpersonelle Aufgaben, wie der Aufbau von Arbeitsbeziehungen und Vertrauen, sind entscheidend für den Erfolg in neuen Positionen. Abschließend werden Vorgehensweisen für Manager, die eine neue Position übernehmen, sowie Implikationen für das Übergangsmanagement und die Nachfolgeplanung erörtert. Anhänge bieten zusätzliche Informationen zu Forschungsansätzen, anderen Untersuchungen und Datenmaterial über organisatorische Aktivitäten und Änderungen.