Taking Charge: Strategic Leadership in the Middle Game
Today's middle manager is often caught in an organization in which multiple, ever-changing and conflicting strategies are being developed in different departments. Taking Charge shows managers not only how to survive these thorny situations but thrive in them, identifying new ideas and skills they can use to increase their effectiveness. Charts and tables; one full-color illustration.
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chapter two The Middle Manager
chapter three Assessing the Environment
7 other sections not shown
ability able accommodating adversity actions activities agenda items agers analogy analysis assessments bankcard behaviors biases bosses branch banking business and markets business unit capacity for strategic challenge Citibank cognitive competitive advantage concepts create culture customers decisions diagnose discussion effective embrace change emerging entrepreneurial force environment executive exhibited extraverts Figure finding and overcoming focus functional goals Heuristic ideas identify individuals industry innovative internal stakeholders involved issues management development manager's managing subunit rivalry MBTI Metrobank middle game middle managers mission statement Myers-Briggs Type Indicator observed one's opportunities organization organization's organizational organizational culture peers personal computer personal style personality type preferences Peter Drucker Premier retailers problems questions redefining reflect responsibility selective perception Seven-Up share simulated company situation specific staying on strategy strategic leadership strategic management skills strategic thinking strengths structure suggested tegic things tion tive understanding unit's values vision