For every organization that''s ever reached beyond its own
borders for top leadership only to have those high-profile,
high-salary top leaders bungle and exit as abruptly as they
appeared, this smart, substantive, and clear-eyed book is a
godsend.
Written by three genuine experts in management development one of
them helped design GE''s deservedly famous succession-development
process, The Leadership Pipeline: How to Build the Leadership
Powered Company finally shows organizations how to u
內容簡介：
An updated and revisedversionof the bestselling The Leadership
Pipeline – the critical resource for how companies can grow
leadersfrom the inside.
In business,leadership at every level is a requisite for company
survival. Yet the leadership pipeline –the internal strategy togrow
leaders – in many companies is dry or nonexistent. Drawing on their
experiences at many Fortune 500 companies, the authors show how
organizations can develop leadership at every level by identifying
future leaders, assessing their corporate confidence, planning
their development, and measuring their results.
New to this edition is 65 pages of new material toupdate the
model, share new stories and add new advice based on the ten more
years of experience. The authors have also added a "Frequently
Asked Questions" section to the end of each chapter.
關於作者：
Ram Charan is an advisor to many of the world''s top CEOs and
corporate directors. He is author or coauthor of sixteen books
including the New York Times bestseller Execution. He has also
taught at Wharton, the Kellogg School of Management, and GE''s
Leadership Center. He has degrees from Harvard Business School.
Stephen Drotter is CEO of Drotter Human Resources, a global
network that specializes in CEO succession; executive assessment,
selection, and development; and corporate-level organization
design. He was one of the original designers of GE''s succession
planning process and ran Human Resources at INA Corporation and
Chase Manhattan. He has a degree in economics from Amherst
College.
Jim Noel is a retired consultant and leadership coach who
assisted companies in the selection, assessment, and development of
key leadership teams. He is a former manager of Executive Education
and Leadership Effectiveness at GE.
目錄：
Foreword.
Preface.
Introduction.
1 Six Leadership Passages: An Overview.
2 From Managing Self to Managing Others.
3 From Managing Others to Managing Managers.
4 From Managing Managers to Functional Manager.
5 From Functional Manager to Business Manager.
6 From Business Manager to Group Manager.
7 From Group Manager to Enterprise Manager.
8 Diagnostics: Identifying Pipeline Problems and
Possibilities.
9 Performance Improvement: Clarifying Roles and Creating
Performance Standards.
10 Succession Planning.
11 Identifying Potential Pipeline Failures.
12 The Functional Career Passage.
13 Coaching.
14 Benefits Up and Down the Line.
Acknowledgments.
About the Authors.
Index.
購物車/收銀台(
0
) | 在線留言板
| 付款方式
| 運費計算
| 聯絡我們
| 幫助中心 |
加入書簽
HOME
新書上架
