TAILIEUCHUNG - Best Practives in Leadership Development & Organization Change 30

Best Practives in Leadership Development & Organization Change 30. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 260 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE BIBLIOGRAPHY A good source for background information is The Balancing Act Mastering the Competing Demands of Leadership by K. Patterson J. Grenny R. McMillan and A. Switzler Cincinnati Ohio Thompson Executive Press 1996 . This book points out that no matter how large or compelling the vision change leaders need to focus on specific behaviors as targets for change. The authors develop an understanding of what supports existing behavior and what needs to change for new behavior to replace it. The book includes a chapter on how to gain leverage through social influence by working with opinion leaders. Also see Crucial Conversations Tools for Talking When Stakes are High New York McGraw-Hill 2002 by the same authors. This book describes the pivotal role that certain common but challenging conversations play in accelerating or impeding change and the skills for succeeding at them. The book outlines the principles referred to in this chapter that were taught by leaders at Lockheed Martin. Everett Rogers Diffusion of Innovations New York Free Press 1983 is a seminal work on leading change and the foundation for the opinion leader intervention described in this chapter. Rogers describes the challenges faced in the diffusion of any new idea whether a new behavior or new medicine and outlines best practices from ongoing meta-research into the hundreds of available studies of change. In The Leadership Engine How Winning Companies Build Leaders at Every Level New York Harper Trade 1997 Eli Cohen and Noel Tichy conclude that winning companies have leaders who nurture the development of other leaders at all levels of the organization. They explain that top leaders must develop a teachable point of view on business ideas and values and they must have a personal vision that can be codified embodied as a story and communicated throughout the organization. In short they argue that leaders are teachers regardless .

• Kỹ năng tổ chức
• Soft skill
• manager
• leadership
• kỹ năng cá nhân
• lãnh đạo nhóm
• tổ chức nhóm hiệu quả
• lập kế hoạch
• mục tiêu công việc
• Kỹ năng mềm
• kỹ năng giao tiếp
• quản lý thời gian
• kỹ năng làm việc nhóm
• Communication Skill
• TeamWork Skill
• Time Managerment Skill