In this unprecedented study of America's leading executives, John Kotter shatters the popular management notion of the effective "generalist" manager who can step into any business or division and run it. Based on his first-hand observations of fifteen top GMs from nine major companies, Kotter persuasively shows that the best manager is actually a specialist who has spent most of his or her career in one industry, learning its intricacies and establishing cooperative working relationships. Acquiring the painstaking knowledge and large, informal networks vital to being a successful manager takes years; outsiders, no matter how talented or well-trained seldom can do as well, this in-depth profile reveals. Much more than a fascinating collective portrait of the day-to-day activities of today's top executives, The General Managers provides stimulating new insights into the nature of modern management and the tactics of its most accomplished practitioners.
What people are saying - Write a review
We haven't found any reviews in the usual places.
APPENDIX B INTERVIEW GUIDES
RÉSUMÉSFORTHE GENERAL MANAGERS
APPENDIX E APPRAISING GM PERFORMANCE
agenda setting allthe andthe approach asked associatedwith aweb Background behaved Bob Anderson boss Bradshaw businesses and organizations Career History Chapter complex contexts conversations corporate created Current Position daily behavior Datatrack demands associated developed differencesin difficult discussion diverse division example executive Family Situation Figure forexample formal planning Frank Wilson generalmanagement jobs GM job GM’s GMsin goals Harvard Business School Henry Mintzberg important included industry inhis interpersonal inthe inthis involved issues job demands John John Cohen John Kotter John Thompson longrun Managerial Behavior meeting network building occupational ofthe oftheir onthe organizational pattern Paul Jackson peoplewho performance personal characteristics Poullin problem product/market programs questionnaires questions responsibilities Richard Papolis Richardson setof shortrun similar skills specific spent strategies subordinates tended thatthe theGMs theirjobs thisstudy Thompson tobe Tom Long tothe typical withthe years—President