FRANCES HESSELBEIN is chairman of the board of governors of the Peter F. Drucker Foundation for Nonprofit Management and editor in chief of its journal, Leader to Leader. She was awarded the Presidential Medal of Freedom, the United States of America's highest civilian honor, in 1998.
MARSHALL GOLDSMITH is a founding director of Keilty, Goldsmith and Company, one of America's key providers of customized leadership development. He is a cofounder of the Learning Network, an association of the world's top consultants.
RICHARD BECKHARD is an organization development consultant, author of six books, and former professor at the Sloan School of Management at the Massachusetts Institute of Technology.
"This is a treasure-trove of some of the best thinking today on leadership, management, and strategy."
*"The Organization of the Future is required reading.... If you don't use this book to help guide your organization through the changes, you may well be left behind."
*What do employees expect from the organizations they support? How can organizations maintain stability in times of massive change? These are the questions modern organizations face as they struggle to grow and evolve. The Organization of the Future offers timeless responses from such leading authorities as Peter F. Drucker, C.K. Prahalad, Nathaniel Branden, Lewis E. Platt, Rosabeth Moss Kanter, Jay R. Galbraith, and Deepak Sethi. Their incisive essays reveal:
* How to build "know-how" and "know-who" to develop successful teams
* How to prepare for "breakdowns" and create the nimble, change-adept company
* How to attract, motivate, and retain the best employees
* How seven basic policies can lead to high performance and high self-esteem
* How to support work-life balance and provide flexibility for knowledge workers
Each essay provides observations that will help leaders in business, nonprofits, and government keep their organizations healthy, competitive, and poised for the future.
德魯剋始終倡導樂隊式的管理,他也相信任何一個組織都可以像樂隊一樣高效地運作。其實我覺得對於作為構成組織基本元素的人而言,每個人是否也應該認真分析組織運作的前提,然後確立自己的角色呢?譬如對一個組織的領導而言,如果他懂得瞭如何去想一個指揮傢一樣去指揮自己的團...
評分德魯剋始終倡導樂隊式的管理,他也相信任何一個組織都可以像樂隊一樣高效地運作。其實我覺得對於作為構成組織基本元素的人而言,每個人是否也應該認真分析組織運作的前提,然後確立自己的角色呢?譬如對一個組織的領導而言,如果他懂得瞭如何去想一個指揮傢一樣去指揮自己的團...
評分市場的深入越來越需要公司跨國經營,甚至一些剛起步的民營公司,也是如此。即使現在市場是本國或本地區的,但需要麵對的競爭壓力卻是全球性的。舉個例子,近幾年在東南沿海城市新冒齣來的一些民間快遞公司,從其市場定位來看,服務本地,再等時機輻射周邊自然是慣常的發展套路...
評分德魯剋始終倡導樂隊式的管理,他也相信任何一個組織都可以像樂隊一樣高效地運作。其實我覺得對於作為構成組織基本元素的人而言,每個人是否也應該認真分析組織運作的前提,然後確立自己的角色呢?譬如對一個組織的領導而言,如果他懂得瞭如何去想一個指揮傢一樣去指揮自己的團...
評分市場的深入越來越需要公司跨國經營,甚至一些剛起步的民營公司,也是如此。即使現在市場是本國或本地區的,但需要麵對的競爭壓力卻是全球性的。舉個例子,近幾年在東南沿海城市新冒齣來的一些民間快遞公司,從其市場定位來看,服務本地,再等時機輻射周邊自然是慣常的發展套路...
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