Teaching the Elephant to Dance: The Manager's Guide to Empowering ChangeToday the most important function of any manager is to implement change, and Teaching the Elephant to Dance is a practical, hands-on guide to creating effective change in any organization. It explains how successful managers decide on a new direction, communicate their vision, and much more. |
From inside the book
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Page 12
... his time talking to people about his vision , making certain that everyone remembers what the brewery stands for.22 ... her job . Vision - throughout the organization - focuses and inspires effort . PARTICIPATION EMPOWERS CHANGE The ...
... his time talking to people about his vision , making certain that everyone remembers what the brewery stands for.22 ... her job . Vision - throughout the organization - focuses and inspires effort . PARTICIPATION EMPOWERS CHANGE The ...
Page 29
... his / her manager ? c . Contact the employee's boss and let him / her handle the problem ? 2. One of your junior marketing managers , while reviewing some manufacturing procedures , discovers several unnecessary steps . Is it practice ...
... his / her manager ? c . Contact the employee's boss and let him / her handle the problem ? 2. One of your junior marketing managers , while reviewing some manufacturing procedures , discovers several unnecessary steps . Is it practice ...
Page 129
... his vi- sion - produce quality beer in the pure old - fashioned way . His ... her desk in front of other co - workers , it is a dramatic moment . Drama ... His entire staff at- tended training program , and John spoke glowingly of ex ...
... his vi- sion - produce quality beer in the pure old - fashioned way . His ... her desk in front of other co - workers , it is a dramatic moment . Drama ... His entire staff at- tended training program , and John spoke glowingly of ex ...
Contents
Teaching the Elephant to Dance | 1 |
Getting Ready to Change | 17 |
Anticipate the Obstacles | 31 |
Copyright | |
11 other sections not shown
Common terms and phrases
action steps activities asked behavior Benetton bonuses build Business Week company's competitive competitors costs critical customer service direct reports earn elephant employee meetings empowerment engineering executives February 23 feedback firm focus focused following questions Forbes Fortune Fritz Maytag give goals Harvard Business Review Hewlett-Packard hire his/her IBM's identify improve industry internal Jack Welch keep levels look managers manufacturing March/April market share Masaaki Imai measures ment million Nancy Austin niche Nucor operations Paychex percent performance Personal Workshop personnel plant ployees ponder the following president problems profit Ray Kroc Red Auerbach reward SBIs selling ServiceMaster specific staff meetings stories strategic advantage success supervisor suppliers talk There's tion told Tom Peters tomer vision statement Wal-Mart what's