The Empowered Manager : Positive Political Skills at Work.
Peter. Block
Bok Engelsk 2016 · Electronic books.
| Omfang | 1 online resource (239 pages)
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| Utgave | 2nd ed.
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| Opplysninger | The Empowered Manager: Positive Political Skills at Work -- Contents -- Prologue: To Read or Not to Read -- The View from the Bridge -- The View from the Boiler Room -- Sorry, Wrong Number -- What to Expect -- What Next -- Introduction: Why Empowerment Now and Again -- One: Managers in the Middle -- Part One: Politics in the Workplace-Rekindling the Entrepreneurial Spirit -- Two: Personal Choices That Shape the Work Environment -- The Road Most Traveled -- Now You See It, Now You Don't -- Choosing an Entrepreneurial Path -- Maintenance Versus Possibility -- Caution Versus Courage -- Dependency Versus Autonomy Leading to Interdependence -- When to Play It Safe -- Three: A Culture of Empowerment -- The Bureaucratic Cycle -- The Entrepreneurial Cycle -- The Patriarchal Contract -- Submission to Authority -- Denial of Self-Expression -- Sacrifice for Unnamed Future Rewards -- Belief That the First Three Elements Are Just -- Myopic Self-Interest: The Myth That Advancement and Self-Esteem Are Related -- Life At the Top -- Seeking Approval -- Hard Cash -- The Wish to Be Safe -- Control At All Costs -- Manipulative Tactics -- Saying What We Don't Mean -- God Is My Ally -- Understating the Downside -- Communication Devices -- Padding -- Language That Masks Reality -- The Price and the Point -- Four: The Empowerment Choice -- The Entrepreneurial Contract -- Be Our Own Authority -- Encourage Self-Expression -- Make Commitments -- Act on Our Interdependence -- Believe That These Elements Are Just -- Enlightened Self-Interest -- Meaning -- Contribution and Service -- Integrity -- Positive Impact on Others' Lives -- Mastery -- The Payoff -- Authentic Tactics -- Say No When We Mean No -- Share As Much Information As Possible -- Use Language That Describes Reality -- Avoid Repositioning for the Sake of Acceptance -- Part Two: Positive Political Skills at Work.. - Five: Creating a Vision of Greatness -- Claiming Our Autonomy by Creating a Vision -- What Is a Vision and Why Is It Important? -- What If We Don't Have a Vision? -- The Difference between a Vision and a Mission Statement -- Creating the Vision -- Examples of the Choice for Greatness -- Communicating Our Vision -- Belief -- Poetic Language -- Metaphors -- Specific Picture of the Future -- Coaching Others in Creating Their Vision -- Visions of Empowerment -- Six: Negotiating with Allies and Adversaries -- The Critical Skills: Negotiating Agreement and Negotiating Trust -- Allies: High Agreement/High Trust -- Opponents: High Trust/Low Agreement -- Bedfellows: High Agreement/Low Trust -- Fence Sitters: Low Trust/Unknown Agreement -- Adversaries: Low Agreement/Low Trust -- Boss As Adversary -- Subordinate As Adversary -- Seven: Balancing Autonomy and Interdependence -- Political Scripts -- Profiles in Dependency -- The Right Use of Scripts -- Interdependence -- Naming the Game -- Confirmation -- Contact -- Temporary Protection -- Learning -- Autonomy and Interdependence -- Finding Peace with the Boss -- Boss As Banker -- Boss As Board Member -- Eight: Facing Organizational Realities -- Nonsuicidal Courageous Acts -- Face the Harsh Reality -- Our Own Contribution to the Problem -- Authenticity in the Face of Disapproval -- Nine: Enacting the Vision -- Moving Toward Tension -- Final Thoughts -- Annotated Bibliography -- About the Author -- Acknowledgments -- Index -- End User License Agreement.
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| Emner | |
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| Dewey | |
| ISBN | 9781119282419
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