000			03938nam a2200361Ia 4500
001			1097
008			230305s2011 xx 000 0 und d
020			_a9781119970002
043			_aen_UK
041			_aeng
245		4	_aThe leader's dilemma
260			_a _bJossey-Bass, _c2011
300			_ax + 334 p. ; 24 cm
500			_ahow to build an empowered and adaptative organization without losing control
505			_aIncludes bibliographical references and index. _r1 Principle #1 - Values.-- _rBind people to a common cause, not a central plan.-- _r2 Principle #2 - Governance.-- _rGovern through shared values and sound judgment, not detailed rules and regulations.-- _r3 Principle #3 - Transparency.-- _rMake information open and transparent; don't restrict and control it.-- _r4 Principle #4 - Teams.-- _rOrganize around a seamless network of accountable teams, not centralized functions.-- _r5 Principle #5 - Trust.-- _rTrust teams to regulate and improve their performance; don't micro-manage them.-- _r6 Principle #6 - Accountability.-- _rBase accountability on holistic criteria and peer reviews, not on hierarchical relationships.-- _r7 Principle #7 - Goals.-- _rSet ambitious medium-term goals, not short-term fixed targets.-- _r8 Principle #8 - Rewards.-- _rBase rewards on relative performance, not fixed targets.-- _r9 Principle #9 - Planning.-- _rMake planning a continuous and inclusive process, not a top-down annual event.-- _r10 Principle #10 - Coordination.-- _rCoordinate interactions dynamically, not through annual budgets.-- _r11 Principle #11 - Resources.-- _rMake resources available just-in-time, not just-in-case.-- _r12 Principle #12 - Controls.-- _rBase controls on fast, frequent feedback, not on budget variances.-- _r13 Implementation insights.-- _r14 Make management change your legacy.--
520			_aDrawing on their work on performance management within the 'beyond budgeting' movement over the past ten years, including many interviews and case studies, Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a new management model based on eight key change management issues: ; 1. Governance: From rules and budgets to purpose and values ; 2. Success: From fixed targets to relative improvement ; 3. Organization: From centralized functions to customer-oriented teams ; 4. Accountability: From narrow targets to holistic success criteria ; 5. Trust: From central control to local autonomy ; 6. Transparency: From closed information to open book management ; 7. Rewards: From individual incentives to team-based reward ; 8. Risk: From complying with rules to understanding pressure points ; This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.[i] The changes suggested by the authors will enable and encourage a cultural climate change that will help organizations to attract and keep the best people as well as drive continuous innovation and growth. Above all, The CEO's Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations.
590			_bPreview available on Google Books (link)
630			_aHD INDUSTRIES. LAND USE. LABOR _937
650		0	_aManagement _9319
650			_aOrganizational effectiveness _92451
650		0	_aOrganizational change _92599
650			_a _912
700			_aRöösli, Franz _eAuthor _96265
700			_aHope, Jeremy _eAuthor _9321
700			_aBunce, Peter _eAuthor _96266
856			_uhttp://books.google.es/books?id=PAWPAzqZKzoC&printsec=frontcover&dq=the+leaders+dilemma&hl=ca&sa=X&ei=F9u8UPaJPM3J0AXY34HgBQ&ved=0CDIQ6AEwAA
902			_a415
905			_am
912			_a2011-01-01
942			_a1
953			_d2012-12-03 18:09:42
999			_c1102 _d1102