en
Robert Tannenbaum,Warren H. Schmidt

How to Choose a Leadership Pattern

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You're the boss: Should you call all the shots? Pick a course of action, then “sell” your idea to employees? Gather input from subordinates but make final decisions yourself? Let your group solve problems? Each approach has its advantages and disadvantages. How to Choose a Leadership Pattern offers strategies for selecting the best approach-depending on considerations such as your values, your subordinates' abilities, and the situation (including the degree of time pressure you're under). Since 1922, Harvard Business Review has been a leading source of breakthrough management ideas-many of which still speak to and influence us today. The Harvard Business Review Classics series now offers readers the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world-and will have a direct impact on you today and for years to come.
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29 паперових сторінок
Дата публікації оригіналу
2009
Рік виходу видання
2009
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  • Катя Коцитує2 роки тому
    pressure of time—This is perhaps the most clearly felt pressure on managers (in spite of the fact that it may sometimes be imagined). The more that they feel the need for an immediate decision, the more difficult it is to involve other people. In organizations which are in a constant state of “crisis” and “crash programming” one is likely to find managers personally using a high degree of authority with relatively little delegation to subordinates.
  • Катя Коцитує2 роки тому
    Some managers have a greater need than others for predictability and stability in their environment. This “tolerance for ambiguity” is being viewed increasingly by psychologists as a key variable in a person’s manner of dealing with problems.
  • Катя Коцитує2 роки тому
    In addition, each subordinate has a set of expectations about how the boss should act in relation to him or her (the phrase “expected behavior” is one we hear more and more often these days at discussions of leadership and teaching).

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