Walking the Talk: Moving into Leadership
Outlines closed-loop leadership principles for success as a manager. This book explores differing viewpoints on management techniques. It teaches students, technical professionals, and experienced managers how to avoid many of the traps that can sidetrack a management career.
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MARKET DYNAMICS AND TECHNOLOGICAL CHANGE AS DRIVERS
MASLOWS HIERARCHY OF NEEDS
EMPLOYEE INVOLVEMENT AND EMPOWERMENT
TOOLS FOR SUCCESS
DEALING WITH POLITICIANS
Leadership in Perspective
PRESSURES OF LEADERSHIP
PROS AND CONS OF LEADERSHIP
TECHNIQUES OF GOOD LEADERS
HONESTY IN MANAGEMENT
REWARD AND RECOGNITION
DEVELOPING INFORMAL LEADERS
THE NEW MANAGER
Managing the Transition from Individual Contributor to Manager
NEW ROLES AND RESPONSIBILITIES
FACILITATING THE TRANSITION
Complying with Employment and Labor Laws
FEDERAL LABOR LAWS
STATE LABOR LAWS
Management Skillbuilding Scenarios and Case Study Examples
Managing Disciplinary Problems
DISCIPLINARY ACTION A STEP
Employee Selection Direction Motivation and Empowerment
Building Organizational Alignment
CULTIVATE ESSENTIAL EMPLOYEE SKILL SETS
BUILDING CONSENSUS VS CONSENSUS MANAGEMENT
Baselining Organizational Capabilities
PRACTICAL CAPACITY ANALYSIS
Effective Problemsolving and Decisionmaking
Turning Your Vision for Change into Action
SUCCESSFUL TRANSFORMATIONSORGANIZATIONAL DEPARTMENTAL AND PROCESS
THE TRANSFORMATION MODEL
WHY DO POLITICS EXIST?
A TIME AND PLACE FOR POLITICS
Competency and Capability Assessments
MANUFACTURING PROCESS CONTROLS
RAW MATERIALS COMPLIANCE
INVENTORY MANAGEMENT AND CONTROL SYSTEMS
TECHNICAL AND PRODUCT SUPPORT
FACILITIES MANAGEMENT AND MAINTENANCE
DISTRIBUTION PROCESS CONTROL
ORDERENTRY PROCESS CONTROL
CUSTOMER AND FIELD SERVICE
PRODUCT RELIABILITY AND WARRANTY
activities ager alternative analysis approach assignment Base-lining become behavior Bill Russell business environment business processes capable career challenges change manager change process closed-loop managers communication company’s consistent constraints corrective action critical decision matrix decision-making decisions developed discussed documented employee performance employee’s empowerment engineering ensure evidence example expectations fail functional goals Hawthorne Effect impact implementation improvement individual industrial engineering industry initiative internal labor leader leadership management’s managers recognize ment objectives operations organization organization’s organizational organizational culture performance issues performance metrics performance problems personnel ployees politics position priorities procedures purchasing quality circles quality system Red Auerbach resolve risk role root cause Scenario senior management sexual harassment simply situational assessment skill sets statistical process control strategic Successful managers suppliers technical professionals techniques things tion today’s transformation efforts transformation manager transformation process vision
Page xxiv - Well," answered the balloonist, "everything you told me is technically correct, but I have no idea what to make of your information, and the fact is I am still lost. Frankly, you've not been much help so far." The woman below responded, "You must be in management." "I am," replied the balloonist, "but how did you know?
Page xxv - I am," replied the balloonist, "but how did you know?" "Well," said the woman, "you don't know where you are or where you are going. You have risen to where you are, due to a large quantity of hot air. You made a promise which you have no idea how to keep, and you expect people beneath you to solve your problems.
Page xxiv - Excuse me, can you help me? I promised a friend I would meet him an hour ago, but I don't know where I am.
Page xxv - you don't know where you are or where you are going. You have risen to your current position due to a large quantity of hot air. You made a promise that you have no idea how to keep, and you expect people beneath you to solve your problems. The fact is, you are in exacdy the same position you were in before we met — but now, somehow, it's my fault!