A Bias for Action: How Effective Managers Harness Their Willpower, Achieve Results, and Stop Wasting TimeHarvard Business Press, 2004 - 212 σελίδες A surprising look at the factors that separate truly productive managers from the rest⬔and a framework for increasing personal managerial effectiveness to make every moment count. Sumantra Ghoshal and Heike Bruch reveal that only 10% of managers act purposefully to get truly important work done. The other 90% simply â¬Sspin their wheels⬠by procrastinating, detaching emotionally, and distracting themselves with busywork. Why does this happen, and what separates productive managers from their less purposeful colleagues? Based on exclusive research across several industries, and illustrated through stirring personal stories, A Bias for Action shows that great managers produce results not by motivating others, but by engaging their own willpower through a powerful combination of energy and focus. Bruch and Ghoshal provide simple strategies for bolstering individual willpower and action-taking abilities, and explore ways to marshal the willpower of others to encourage collective action. A Bias for Action challenges conventional management thinking: Authors show that it is not â¬Smotivation,⬠but individual â¬Swillpower⬠that truly separates productive managers from their less productive peers Managers at all levels in all companies are familiar with the feeling of â¬Sspinning their wheels⬠. By showing what it takes to break through the traps of â¬Sactive nonaction⬠⬔this book can help increase managerial productivity and positively impact the bottom line The authors offer specific strategies for increasing managerial effectiveness at the individual and organizational levels A Bias for Action illustrates its findings through vivid personal stories, many of them coming from international organizations. |
Περιεχόμενα
Preface | ix |
Management Is the Art of Doing and Getting Done | 3 |
Distinguish Purposeful Action from Active Nonaction | 19 |
Marshaling Energy and Developing Focus | 33 |
Moving Beyond Motivation to Willpower | 53 |
Crossing the Rubicon | 69 |
Overcoming me Three Traps or Nonaction | 89 |
Developing Purposeful Managers The Organizations Responsibility | 115 |
Unleashing Organizational Energy for Collective Action | 139 |
Freeing Your People to Act A Mandate for Leaders | 165 |
How We Studied Willpower | 179 |
Notes | 183 |
203 | |
About the Authors | 211 |
Άλλες εκδόσεις - Προβολή όλων
Συχνά εμφανιζόμενοι όροι και φράσεις
ability achieve activities agers Alain Perrin align bias for action build Business School challenge choice Cognitive comfort zone commitment company's Conoco constraints corporate corporate university create culture Dan Andersson decision defined demands develop dragon emotions employees energy and focus engage ergy example excitement executives feel focused Gallen goals Harvard Business Harvard Business School Heckhausen Heike Bruch Heinz Heckhausen Hilti idea individual initiative intention Julius Kuhl Karl leaders leadership London Business School Lufthansa McCormick Michael Frese Michael Hilti Mölleney motivation Narziss Ach negative opportunities organization organizational energy Ouboter overcome problems procrastinators Psychology purposeful action purposeful action-taking purposeful managers resignation zone responsibility result role Rubicon Sartora Sattelberger scooter Self-Efficacy Sony Spungin strategy Sumantra Ghoshal Swissair tasks tion tional told top management total quality transform traps of nonaction VAIO vision volitional action willpower winning the princess
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