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The New boss: how to survive the first 100 days

Author: Fischer, Peter Publisher: Kogan Page, 2007.Edition: Translated ed.Language: EnglishDescription: 175 p. : Ill. ; 24 cm.ISBN: 9780749447649Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6951 .F57 2007
(Browse shelf)
001265149
Available 001265149
Total holds: 0

Includes bibliographical references and index

Digitized

The New Boss How to Survive the First 100 Days Contents Preface Intrdduction: Dos and don'ts of successful leadership transitions Part I: The seven building blocks of successful leadership transition Building Block 1: Managing expectations proactively 'Have a go at it - I have full confidence in you!' The expectations of the employees The expectations of colleagues Expectations entailed in taking over a managerial position in a foreign country Develop expectations actively Building Block 2: Developing the key relationships On dealing with disappointed rivals and hidden competitors The significance of colleagues in the change of leadership The predecessor - the hidden competition Invitations better refused Networking - developing power and influence ix 1 7 9 10 13 13 16 16 23 24 27 29 32 34 Building Block 3: Constructively analysing the initial situation Discover the corporate culture Sort through the issues Gather the facts Determine the potential for innovation Seek resources on which you can build Building Block 4: Establishing a set of motivating goals What do employees look for in a change of leadership? Designing a communicable set of goals Avoiding the pitfalls when formulating goals Visions - looking to the future Building Block 5: Fostering a positive climate for change Ask an appreciative question, get an appreciative response Deal positively with scepticism Climate - the basis of all change Building Block 6: Initiating changes effectively Strong signals for change If I want to change something, I must do something different Timing in leadership transition Some obstacles to the management of change Building Block 7: Using symbols and rituals The significance of symbols and rituals in the process of leadership transition Rituals of transition and change Symbols and rituals of a new corporate culture Part II: Seven case studies illustrating successful leadership transition Case Study 1: The internal promotion The initial situation: 'It's good that nothing has changed' 39 42 45 47 49 52 57 58 61 66 69 73 74 76 79 85 86 88 92 94 99 101 105 107 113 115 117 Typical problems of internal promotions What can you do? Case Study 2: Entrepreneur wanted: the external candidate The initial situation of the newcomer Typical problems of the external manager What can you do? Case Study 3: The big predecessor and the little successor The initial situation: in the shadow of the predecessor Typical problems of the successor What can you do? Case Study 4: The young high-potential manager The initial situation: scepticism and reserve Typical problems of the high-potential manager What can you do? Case Study 5: The long-drawn-out start The initial situation: the long-drawn-out start Typical problems of the long-drawn-out start What can you do? Case Study 6: The assignment abroad The initial situation: the expatriate Typical problems for the expatriate What can you do? Case Study 7: Learning at headquarters: the challenge to managers from foreign subsidiaries The initial situation: the manager from a foreign subsidiary Typical problems of the manager from a foreign subsidiary What can you do? Further reading Index 118 119 123 125 126 128 131 132 134 135 139 141 142 143 145 146 149 150 153 154 157 158 161 162 165 166 169 171

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