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Working Without a Net

Autor Morris R. Shechtman, Morris R. Schectman
en Limba Engleză Paperback – 30 apr 1995
00In response to the fundamental changes sweeping corporate America, Morris Shechtman presents a cutting-edge management philosophy that challenges unrealistic, outdated approaches. Shechtman, a former university professor and psychotherapist, teaches the essential skills for adapting to a rapidly expanding corporate culture -- or any organization or situation where structure and vision are needed. No matter what your goals, here are the new rules of business that will help you generate success, including:
* Growth strategies that help you establish your independence from external forces and foster strength from within
* Powerful exercises that sharpen decision-making, relationship-building, risk-taking, and other critical abilities
* Steps for processing -- not denying -- the inevitable anger and disappointment that follow organizational change
* Six paradigms on professional attitudes, personal goals, and overall world views, and the interplay of personal values and leadership.
With invigorating insight and far-reaching perspective, Working Without A Net empowers you to face new challenges and circumstances with flexibility, confidence and self-sufficiency.
In response to the fundamental changes sweeping corporate America, Morris Shechtman presents a cutting-edge management philosophy that challenges unrealistic, outdated approaches. Shechtman, a former university professor and psychotherapist, teaches the essential skills for adapting to a rapidly expanding corporate culture -- or any organization or situation where structure and vision are needed. No matter what your goals, here are the new rules of business that will help you generate success, including:
* Growth strategies that help you establish your independence from external forces and foster strength from within
* Powerful exercises that sharpen decision-making, relationship-building, risk-taking, and other critical abilities
* Steps for processing -- not denying -- the inevitable anger and disappointment that follow organizational change
* Six paradigms on professional attitudes, personal goals, and overall world views, and the interplay of personal values and leadership.
With invigorating insight and far-reaching perspective, Working Without A Net empowers you to face new challenges and circumstances with flexibility, confidence and self-sufficiency.
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Specificații

ISBN-13: 9780671535810
ISBN-10: 0671535811
Pagini: 272
Dimensiuni: 137 x 213 x 20 mm
Greutate: 0.34 kg
Ediția:Original
Editura: Touchstone Books

Notă biografică

Morris R. Shechtman is an internationally known change management consultant and Chairman of The Shechtman Institute. His clients include Arthur Andersen, ConAgra, Northwestern Mutual Life, and the Young President's Organization (YPO). Mr. Shechtman has brought about remarkable gains in individual and collective productivity by teaching managers how to become agents of personal growth and development.

Descriere

Endorsed by Speaker of the House Newt Gingrich, Working Without a Net is a thought-provoking management book which offers growth and success strategies, powerful exercises, and practical, self-motivating "rules of the game" to help managers compete successfully in today's high-risk business environment. Major media attention.

Cuprins


Contents

PREFACE

PART ONE: Surviving the High Risk Culture

Chapter 1

An Alternative to Working and Living in a Fantasy world


* Keeping the Safety Nets in Place

* Why It Doesn't Work Anymore

* A Great Capacity for Change

* Benefits of Working without a Net

* How I Know What I Know

* A Caring Approach

* How This Book Will Facilitate Your Ability to Grow and Manage Growth

* An Alternative to the Typical Management Book

Chapter 2

Six Paradigms for Keeping your Balance in a High Risk Culture


* Paradigm 1: Caring for People Is Not Synonymous with Taking Care of People

* Paradigm 2: People's Ability to Change Is Not a Function of Capacity but of Choice

* Paradigm 3: We Need To Change Our Attitudes Toward Change

* Paradigm 4: We Must Redefine What Constitutes Acceptable Work, Moving from Adequacy to Peak Performance

Paradigm 5: Who We Are Personally Is Inextricably Connected to Who We Are Professionally; the Goal Is to Lead Blended, Not Balanced, Lives

* Paradigm 6: We Must Create Value-Driven Personal and Professional Lives

* A New Way to View the World

Chapter 3

The Impact of Information on Competitive Advantage


* Expect New Expectations

* Impact One: Increased Competition

* Impact Two: Decreased Profits and Margins

* Impact Three: People Are the Competitive Edge

* But What About Price?

* Being Open to Information

Chapter 4

Decision-Making and the Information Cycle


* From Information to Choices

* From Choices to Decisions

* From Decisions to Change

* From Change to Information

* How People Make Decisions

* Decision-Making Can Be Taught

* Teach Yourself How to Make High Risk Decisions

* The Only Way Out

* Working with the Cycle (Instead of It Working Against You)

Chapter 5

Relationship-Building: Moving from Schmoozing to Intimacy


* Prerequisite One: A High Drive for Growth

* Prerequisite Two: A Capacity for Intimacy

* Prerequisite Three: Honest and Direct Communication

* Prerequisite Four: A Transition from High Maintenance to Low Maintenance Relationships

* Blending Our Lives

Chapter 6

The High Risk Culture


* Autonomy Versus Security

* Trade-offs

* But What If We Opt for Low Risk?

* Doing Business in a Shrinking World

* How We Avoid Conflict

* Signs of the High Risk Shift

* Identifying High Risk People

* Paying the Price

PART TWO: Growth and Success

Chapter 7

Growth and Success: High Risk Models and Tools


* Entrepreneurial Versus Corporate

* Entrepreneurial Traits

* Pinpointing the Problem: A Diagnostic Tool

* Starting at the Top: A Remedy

* Other Effects of Success and Growth

* The Dilemma of Developing Successful People

* Helping Everyone Make the Transition

Chapter 8

Individual Growth and Success: Learning to Cope with Loss


* What We Gain and What We Lose

* Losing the Familiar

* Loss of Roots

* The Loss of Necessary Limits

* The Function of Goals

* How to Keep Choosing New Limits

Chapter 9

Success and Growth as a Grieving Process


* Stage One: Shock and Denial

* Stage Two: Anger

* Stage Three: Bargaining

* Stage Four: Depression

* Stage Five: Acceptance

* Why Now?

PART THREE: Overcoming common Obstacles

Chapter 10

Clarifying Confused Values


* The Value Clarification Instrument

* Evaluating the Profile

* How To Move Toward High Risk Positions

* Organizational Uses of the Instrument

* One Final Note About Scores

Chapter 11

Coping with Delayed Development


* The Secret Impact of Technology: Prolonged Adolescence

* The New Developmental Stages

* How to Deal with Adolescent Worker

* How to Deal with Young Adults

* How to Deal with Adults

* The Gray Areas

* Three Requirements for Managing Stages

Chapter 12

Accountability: The Seven Prerequisites


* The Value of Accountability

* 1. Accountability Is to Individuals; Not to Groups, Committees, or Organizations

* 2. Clarify the Areas in Which One Will Be Held Accountable

* 3. Expectations Must Be Stated in a Specific and Clearly Differentiating Manner

* 4. Measurement of Expectations Must Delineate Quantity and Time Frame

* 5. Consequences for Meeting or Failing to Meet Established Expectations Must Be Stated in Detail

* 6. Consequences Must Be Enacted with Immediacy, Objectivity, and Clarity

* 7. Accountability Must Be Consistently Modeled by Top Management

* The Accountability Test

* A Caring for Model

Chapter 13

Goals and Accountability


* Reassuring Limits

* Setting Limits to Promote Growth

* Setting Goals

* Three Types of Goals

* Your Personal Mission

* What Core Value System Drives You?

PART FOUR: Conflict, Anger, and Loyalty

Chapter 14

Five Steps to Conflict Management


* Conflict Versus Hostility

* Step One:Clarifying Discrepancies

* Step Two: Setting Expectations

* Step Three: Defining Limits and Boundaries

* Step Four: Taking Ownership of Choices

* Step Five: Making a Decision

* What's Wrong with the Other Conflict Management Processes

* Common Types of Conflict

* Tailoring the Process to People and Circumstances

Chapter 15

Anger and Productivity


* A Third Model

* How Anger Gets Shut Down

* The Four-Step Process for Using Anger

* Getting Shut Down in the Process

* An Action Plan for Expressing Anger

* Translating Anger into Productivity

Chapter 16

Loyalty in a High Risk Culture


* Two Types of Loyalty

* Determining Your Organization's Loyalty Type

* Making the Transition

* The Most Difficult Obstacle

PART FIVE: Autonomy, Structure, and Ethics

Chapter 17

Autonomy and Independence


* The Three Stages of Development

* Characteristics of Autonomy

* Using High Risk Tools to Become Autonomous

* The Theory of Plenty Versus the Theory of Scarcity

* How to Foster Autonomous Behavior

Chapter 18

Control, Structure- and Conflict


* What You Have to Do Versus How You Have to Feel

* Where the Controlling Impulse Comes From

* Identifying and Resolving Control Issues

* Dealing with Employees Who Can't Deal with Structure

* The Common Control Issues

* A Natural Structure

Chapter 19

Doing the Right Thing


* How This Definition of Ethics Applies to You

* Conclusion

Acknowledgements

Index