Working in Organisations
Providing clear and decisive leadership requires the projection of a vision that captures the imagination of others, but inevitably managers face conflict and adversity. Working in Organisations therefore discusses how power and politics can be moulded to positive advantage.
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WORKING THE ORGANISATION
Managing people managing pressures
GUIDE TO FURTHER READING
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achieve activities analysis appraisal approach attitudes behaviour Bill Ward boss business unit career Chapter characteristics Charlie chief executive communication conflict considered culture decision-making decisions Devera Dick Carroll discussion effective employees environment expectations experience factors Farringdon feedback feel functional further goals group dynamics group members hierarchy identify important individual individual's influence integration interactions interpersonal involved issues Jim Roberts Johari Window Kakabadse leader leadership management by objectives managerial meeting Mike motivation needs norms objectives operations organisation structure organisation's outcomes particular perception performance performance appraisal person planning politics position problems programmes recognised references relationships responsibility rewards role role hierarchy self-actualisation senior management Simon situation Situational leadership theory skills social social learning theory socialisation strategy style subordinates task theory trait theories understand values workgroup