No Fear Management

Rebuilding Trust, Performance and Commitment in the New American Workplace
1. Auflage 1997
ISBN: 978-1-57444-119-2
Verlag: Taylor & Francis Inc

Buch, Englisch, 288 Seiten, Format (B × H): 160 mm x 235 mm, Gewicht: 553 g

No Fear Management tackles the problem of what the authors dub "Third Reich Management." You'll learn the signs of abusive management styles and how they can not only destroy the morale of a company, but how they can decrease its profits as well. Best of all, you'll learn how to drive dysfunctional management out of your company and enjoy the results of a positive work environment.No Fear Management is written for today's professionals to clearly identify what is needed to succeed in today's workplace. This book serves as a guide for the development of the people skills needed to ensure that a business is successful in the changing work environment of the future.Management styles that are dictatorial, insensitive, uncaring, and abusive cannot bring success to organizations in the interdependent global economy of the 21st century. The rules have changed in the new American workplace. This book shows you how to play today's game by today's rules.

Zielgruppe

Practicing managers at all organizational levels (supervisors, middle managers, upper-level managers, department heads, administrators, executives)Human resource professionalsCandidates for management positionsTraining directors

Autoren/Hrsg.

Chambers, Harry

Craft, Robert (Macon, GA)

Craft, Robert

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

Performance Driven LeadershipManagement vs. Leadership Aspects of Performance Driven LeadershipCommand-and-Control ManagementAlignment of Authority and ResponsibilitiesThe Role of FearHigh-Fear, Low-Trust ManagementPerformance Driven Leaders in ActionReal World ChallengesLeadership Qualities"What Leadership Isn't:" The Essence of Third Reich ManagementTelling Workers What to DoDemanding ObedienceFailing to LIsten to Workers and StaffEncouraging Internal CompetitionFostering Suspicion of Workers and StaffCompartmentalization Tasks and FunctionsBlaming Workers and Staff for Mistakes and FailureUsing Corporate Execution to Achieve Problem ClosureMisaligning Authority and ResponsibilityFailing to Recognize Workers and Staff for their Contributions Having Low Tolerance for Mistakes Within the OrganizationRefusing to Share SuccessFocusing on the Short-Term Recreating ItselfTolerating Ethical BreachesManaging ChangeThe Focus of ChangeChange and StabilityThe Change ProcessIntroducing ChangeResponse to ChangeFear: What Causes Fear and How We Experience ItFear of Speaking UpFear of ChangeFear of the UnknownFear of TechnologyFear of ObsolescenceFear of FailureFear of DiscriminationFear of HarassmentFear of Social SanctionsFear of SuccessSigns of Fear in OrganizationsTwelve Identifiable Traits of Organizational FearRestructuring: Downsizing, Upsizing and RightsizingImplementation of RestructuringSurvivor SyndromePlanning for RestructuringConclusionParticipative Management: Empowerment and Decision-MakingEmpowermentDecision MakingParticipative Decision-Making: Community and ConfidenceSteps of Participative Decision MakingCommunityConfidence CommunicationCommand of LanguagePresentation SkillsBarriers to ReceptionListening DeficienciesLeadership and Listening: Identifying What to Communicate and Controlling Rumors, Gossip and the "Grapevine"Listening SkillsActive Listening TechniquesWhat to CommunicateThe Informal Communication HighwayBad NewsThe Performance Driven Leader and TrainingThe Third Reich Manager and TrainingSix Training Truths for the Performance-Driven LeaderTraining: Growth and DevelopmentThe Value of TrainingThe Three Types of TrainingSeven Areas for Training OpportunitiesThe Critical Issues of LearningTraining ResourcesRecognition and RewardsRecognitionPerformance and Satisfaction Implications for ManagementRewarding Team PerformanceSummaryBibliographyIndex