No Fear Management
Rebuilding Trust, Performance and Commitment in the New American Workplace
1st Edition
Published on 29. December 1997
Book
Hardback
288 pages
978-1-57444-119-2 (ISBN)
Description
No Fear Management tackles the problem of what the authors dub "Third Reich Management." You'll learn the signs of abusive management styles and how they can not only destroy the morale of a company, but how they can decrease its profits as well. Best of all, you'll learn how to drive dysfunctional management out of your company and enjoy the results of a positive work environment.
No Fear Management is written for today's professionals to clearly identify what is needed to succeed in today's workplace. This book serves as a guide for the development of the people skills needed to ensure that a business is successful in the changing work environment of the future.
Management styles that are dictatorial, insensitive, uncaring, and abusive cannot bring success to organizations in the interdependent global economy of the 21st century. The rules have changed in the new American workplace. This book shows you how to play today's game by today's rules.
No Fear Management is written for today's professionals to clearly identify what is needed to succeed in today's workplace. This book serves as a guide for the development of the people skills needed to ensure that a business is successful in the changing work environment of the future.
Management styles that are dictatorial, insensitive, uncaring, and abusive cannot bring success to organizations in the interdependent global economy of the 21st century. The rules have changed in the new American workplace. This book shows you how to play today's game by today's rules.
Reviews / Votes
"...The authors intelligently and informatively present a series of well-developed concepts and recommended behaviors regarding leadership qualities, managing change, restructuring, empowering employees, decision making, communication, training, and recognition and rewards. Of particular merit are the excellent chapters "Restructuring: Downsizing, Upsizing, and Rightsizing," which deals with all aspects of this 1990's phenomenon, and "Managing Change," which treats a crucial endeavor in modern organizations...the authors' main contribution is the detailed manner in which they explain how to accomplish the many valuable practices they advocate..."-R. Quinn,CHOICE, October 1998
More details
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
Professional and scholarly
Practicing managers at all organizational levels (supervisors, middle managers, upper-level managers, department heads, administrators, executives)Human resource professionalsCandidates for management positionsTraining directors
Dimensions
Height: 229 mm
Width: 152 mm
Weight
558 gr
ISBN-13
978-1-57444-119-2 (9781574441192)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Content
Performance Driven Leadership
Management vs. Leadership
Aspects of Performance Driven Leadership
Command-and-Control Management
Alignment of Authority and Responsibilities
The Role of Fear
High-Fear, Low-Trust Management
Performance Driven Leaders in Action
Real World Challenges
Leadership Qualities
"What Leadership Isn't:" The Essence of Third Reich Management
Telling Workers What to Do
Demanding Obedience
Failing to LIsten to Workers and Staff
Encouraging Internal Competition
Fostering Suspicion of Workers and Staff
Compartmentalization Tasks and Functions
Blaming Workers and Staff for Mistakes and Failure
Using Corporate Execution to Achieve Problem Closure
Misaligning Authority and Responsibility
Failing to Recognize Workers and Staff for their Contributions
Having Low Tolerance for Mistakes Within the Organization
Refusing to Share Success
Focusing on the Short-Term
Recreating Itself
Tolerating Ethical Breaches
Managing Change
The Focus of Change
Change and Stability
The Change Process
Introducing Change
Response to Change
Fear: What Causes Fear and How We Experience It
Fear of Speaking Up
Fear of Change
Fear of the Unknown
Fear of Technology
Fear of Obsolescence
Fear of Failure
Fear of Discrimination
Fear of Harassment
Fear of Social Sanctions
Fear of Success
Signs of Fear in Organizations
Twelve Identifiable Traits of Organizational Fear
Restructuring: Downsizing, Upsizing and Rightsizing
Implementation of Restructuring
Survivor Syndrome
Planning for Restructuring
Conclusion
Participative Management: Empowerment and Decision-Making
Empowerment
Decision Making
Participative Decision-Making: Community and Confidence
Steps of Participative Decision Making
Community
Confidence
Communication
Command of Language
Presentation Skills
Barriers to Reception
Listening Deficiencies
Leadership and Listening: Identifying What to Communicate and Controlling Rumors, Gossip and the "Grapevine"
Listening Skills
Active Listening Techniques
What to Communicate
The Informal Communication Highway
Bad News
The Performance Driven Leader and Training
The Third Reich Manager and Training
Six Training Truths for the Performance-Driven Leader
Training: Growth and Development
The Value of Training
The Three Types of Training
Seven Areas for Training Opportunities
The Critical Issues of Learning
Training Resources
Recognition and Rewards
Recognition
Performance and Satisfaction
Implications for Management
Rewarding Team Performance
Summary
Bibliography
Index
Management vs. Leadership
Aspects of Performance Driven Leadership
Command-and-Control Management
Alignment of Authority and Responsibilities
The Role of Fear
High-Fear, Low-Trust Management
Performance Driven Leaders in Action
Real World Challenges
Leadership Qualities
"What Leadership Isn't:" The Essence of Third Reich Management
Telling Workers What to Do
Demanding Obedience
Failing to LIsten to Workers and Staff
Encouraging Internal Competition
Fostering Suspicion of Workers and Staff
Compartmentalization Tasks and Functions
Blaming Workers and Staff for Mistakes and Failure
Using Corporate Execution to Achieve Problem Closure
Misaligning Authority and Responsibility
Failing to Recognize Workers and Staff for their Contributions
Having Low Tolerance for Mistakes Within the Organization
Refusing to Share Success
Focusing on the Short-Term
Recreating Itself
Tolerating Ethical Breaches
Managing Change
The Focus of Change
Change and Stability
The Change Process
Introducing Change
Response to Change
Fear: What Causes Fear and How We Experience It
Fear of Speaking Up
Fear of Change
Fear of the Unknown
Fear of Technology
Fear of Obsolescence
Fear of Failure
Fear of Discrimination
Fear of Harassment
Fear of Social Sanctions
Fear of Success
Signs of Fear in Organizations
Twelve Identifiable Traits of Organizational Fear
Restructuring: Downsizing, Upsizing and Rightsizing
Implementation of Restructuring
Survivor Syndrome
Planning for Restructuring
Conclusion
Participative Management: Empowerment and Decision-Making
Empowerment
Decision Making
Participative Decision-Making: Community and Confidence
Steps of Participative Decision Making
Community
Confidence
Communication
Command of Language
Presentation Skills
Barriers to Reception
Listening Deficiencies
Leadership and Listening: Identifying What to Communicate and Controlling Rumors, Gossip and the "Grapevine"
Listening Skills
Active Listening Techniques
What to Communicate
The Informal Communication Highway
Bad News
The Performance Driven Leader and Training
The Third Reich Manager and Training
Six Training Truths for the Performance-Driven Leader
Training: Growth and Development
The Value of Training
The Three Types of Training
Seven Areas for Training Opportunities
The Critical Issues of Learning
Training Resources
Recognition and Rewards
Recognition
Performance and Satisfaction
Implications for Management
Rewarding Team Performance
Summary
Bibliography
Index