The one primer you need to develop your managerial and leadership skills. Whether you´re a new manager or looking to have more influence in your current management role, the challenges you face come in all shapes and sizesa direct report´s anxious questions, your boss´s last-minute assignment of an important presentation, or a blank business case staring you in the face. To reach your full potential in these situations, you need to master a new set of business and personal skills. Packed with step-by-step advice and wisdom from Harvard Business Review ´s management archive, the HBR Manager´s Handbook provides best practices on topics from understanding key financial statements and the fundamentals of strategy to emotional intelligence and building your employees´ trust. The book´s brief sections allow you to home in quickly on the solutions you need right awayor take a deeper dive if you need more context. Keep this comprehensive guide with you throughout your career and be a more impactful leader in your organization. In the HBR Manager´s Handbook you´ll find: - Step-by-step guidance through common managerial tasks - Short sections and chapters that you can turn to quickly as a need arises - Self-assessments throughout - Exercises and templates to help you practice and apply the concepts in the book - Concise explanations of the latest research and thinking on important management skills from Harvard Business Review experts such as Dan Goleman, Clayton Christensen, John Kotter, and Michael Porter - Real-life stories from working managers - Recaps and action items at the end of each chapter that allow you to reinforce or review the ideas quickly The skills covered in the book include: - Transitioning into a leadership role - Building trust and credibility - Developing emotional intelligence - Becoming a person of influence - Developing yourself as a leader - Giving effective feedback - Leading teams - Fostering creativity - Mastering the basics of strategy - Learning to use financial tools - Developing a business case
Put an end to miscommunication and inefficiency-and tap into the strengths of your diverse team. If you read nothing else on managing across cultures, read these 10 articles. We´ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you manage culturally diverse employees, whether they´re dispersed around the world or you´re working with a multicultural team in a single location. This book will inspire you to: Develop your cultural intelligence Overcome conflict on a team where cultural norms differAdopt a common language for more efficient communicationUse the diverse perspectives of your employees to find new business opportunitiesTake varying cultural practices into account when resolving ethical issuesAccommodate and plan for your expatriate employees This collection of articles includes ´´Cultural Intelligence,´´ by P. Christopher Earley and Elaine Mosakowski; ´´Managing Multicultural Teams,´´ by Jeanne Brett, Kristin Behfar, and Mary C. Kern; ´´L´Oreal Masters Multiculturalism,´´ by Hae-Jung Hong and Yves Doz; ´´Making Differences Matter: A New Paradigm for Managing Diversity,´´ by David A. Thomas and Robin J. Ely; ´´Navigating the Cultural Minefield,´´ by Erin Meyer; ´´Values in Tension: Ethics Away from Home,´´ by Thomas Donaldson; ´´Global Business Speaks English,´´ by Tsedal Neeley; ´´10 Rules for Managing Global Innovation,´´ by Keeley Wilson and Yves L. Doz; ´´Lost in Translation,´´ by Fons Trompenaars and Peter Woolliams; and ´´The Right Way to Manage Expats,´´ by J. Stewart Black and Hal B. Gregersen.
When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision-the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities-but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term ´´emotional intelligence´´ to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won´t be a great leader. The chief components of emotional intelligence-self-awareness, self-regulation, motivation, empathy, and social skill-can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world-and will have a direct impact on you today and for years to come.
Mark McCormack, dubbed ´the most powerful man in sport´, founded IMG (International Management Group) on a handshake. It was the first and is the most successful sports management company in the world, becoming a multi-million dollar, worldwide corporation whose activities in the business and marketing spheres are so diverse as to defy classification. Here, Mark McCormack reveals the secret of his success to key business issues such as analysing yourself and others, sales, negotiation, time management, decision-making and communication. What They Don´t Teach You at Harvard Business School fills the gaps between a business school education and the street knowledge that comes from the day-to-day experience of running a business and managing people. It shares the business skills, techniques and wisdom gleaned from twenty-five years of experience.
For nearly half a century, Peter Drucker inspired and educated managersand powerfully shaped the nature of businesswith his landmark articles in Harvard Business Review . Here, framed by a thoughtful introduction from ´´HBR´´ editor Thomas A. Stewart, is a priceless collection of Drucker´s most significant work. Through his unique lens, Drucker traces the evolution of the great shifts in organizations and the role of managers in the ongoing effort to balance change with continuity. He paints a clear, comprehensive picture of management thinking and practiceas it was and as it will be. Revealing a celebrated thinker at his best, Classic Drucker offers a wealth of insights and practical guidelines for managers seeking to address today´s thorniest organizational challenges.For example, you´ll find selections on how to enhance your company´s innovative prowess, make effective decisions, raise knowledge workers´ productivity, remain engaged and productive during a long work life, know when the assumptions on which your business was founded must change, and get the data you need to execute your company´s competitive strategy. Doing what´s right for your company will always be challenging. But thanks to the clear focus, broad vision, and practical wisdom of Peter Drucker, the task is now a little less daunting.
The one primer you need to develop your leadership skills. Put aside all the overhyped new frameworks, the listicles, the ´´10 best things you need to succeed as a leader today.´´ The critical leadership practices--the ones that will allow a leader to make the biggest impact over time--are well established. They´re about how you create a vision and inspire others to follow it. How you make difficult strategic choices. How you lead innovation. How you get results. These fundamental skills are even more important today as organizations and teams become increasingly networked, virtual, agile, fast-moving, and socially conscious. In this comprehensive handbook, strategy and change experts Ron Ashkenas and Brook Manville distill proven ideas and frameworks about leadership from Harvard Business Review, interviews with senior executives, and their own experience in the field--all to help rising leaders stand out and have a big impact. In the HBR Leader´s Handbook you´ll find: Concise explanations of proven leadership frameworks from Harvard Business Review contributors such as Clayton M. Christensen and Michael E. PorterIn-depth case studies of senior leaders such as Jim Wolfensohn at the World Bank, Paula Kerger at PBS, Darren Walker at the Ford Foundation, and Jim Smith at Thomson ReutersStep-by-step guidance to help you understand and start implementing six core leadership practices: building a unifying vision, developing a strategy, getting great people on board, focusing on results, innovating for the future, and leading yourself
Studienarbeit aus dem Jahr 2010 im Fachbereich BWL - Unternehmensführung, Management, Organisation, Note: 1,0, Hochschule Deggendorf (DIMT), Veranstaltung: Vertrieb, Sprache: Deutsch, Abstract: Diese Studienarbeit ist durch einen Artikel aus der ´´Wirtschaftswoche´´ angeregt, in dem ein Buch von Matthias Schranner vorgestellt wurde. Schranner war früher Verhandlungsführer der Polizei und entwickelte aus diesem Kontext Strategien für erfolgreiches Verhandeln in der Wirtschaft. Heute berat er große Unternehmen in schwierigen Verhandlungssituationen. In dem Artikel ist zu lesen: ´´´´Einer der großten Irrtümer ist der Glaube daran, dass beide Seiten gewinnen konnen, dass eine ´´Win-win´´-Vereinbarung moglich ist´´, schreibt der Autor. Es müsse immer Sieger geben, im Geschaft genauso, wie in Politik oder Sport. Daher sei es ein falsches Ziel, auf eine Win-win-Situation hinzuarbeiten.´´1 Diese Aussage überrascht und macht Neugierig: Anerkannter Standard in Verhandlungssituationen ist das Harvard-Konzept von Fisher, Ury und Patton. Dieses wurde Anfang der 80er Jahre des vergangenen Jahrhunderts entwickelt und fußt maßgeblich auf eben diesem ´´Win-Win´´. Sollte Schranner einen revolutionaren Ansatz darstellen, der die bisherige ´´Best Practice´´ in Frage stellt? 1 Einleitung 1.1 Ziel und Methodik 1.2 Abgrenzung 2 Methodik des Harvard-Konzepts 2.1 Positionen sind nicht verhandelbar 2.2 Menschen und Probleme getrennt betrachten 2.3 Verwendung objektiver Kriterien der Bewertung 2.4 Suche nach moglichen Losungen (Win-Win) 2.5 Verhandeln in schwierigen Situationen 2.6 Suche nach der ´´Besten Alternative´´ (BATNA) 2.7 Zusammenfassung 3 Verhandlungsmodell von Schranner 3.1 Strategische Vorbereitung 3.2 Umgang mit Informationen 3.3 Verwendung von Taktik 3.4 Verhandlungsführung 3.5 Festlegung des ´´Walk-away-Point´´ 3.6 Zusammenfassung 4 Vergleich der Techniken 4.1 Vorbereitung vor der Verhandlung 4.2 Verhalten in der Verhandlungssituation 4.3 ´´BATNA´´ und ´´Walk-awy-Point´´ 4.4 Taktik in schwierigen Situationen 5 Bewertung 6 Literaturverzeichnis
The key concepts every manager and aspiring leader must knowfrom strategy and disruptive innovation to financial intelligence and change managementfrom bestselling Harvard Business Review authors. Build your professional library, and advance your career with these five timeless, ground-breaking business classics. Includes Financial Intelligence, Revised Edition ; The Innovator´s Dilemma ; Leading Change ; Playing to Win ; and Blue Ocean Strategy, Expanded Edition .
Motivation ist ein Thema, das Führungskräfte jeden Tag aufs Neue bewegt. Was ermuntert Kollegen und Untergebene zu besseren Leistungen und mehr Engagement bei den täglichen Herausforderungen? Welche Anreize sind es, die Manager selbst dazu bringen, begeistert bei der Sache zu bleiben? Namhafte Experten, darunter David H. Burnham, David Gergen, Hans-Georg Häusel und David C. McClelland, haben für den Harvard Businessmanager Beiträge zum Thema Motivation verfasst, die im vorliegenden Buch zusammengetragen sind.