principle centered leadership by stephen covey分析

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精选总结-《领导梯队_全力打造领导力驱动型公司》读书分享

在长期和短期之间寻找平衡点，并有效地执行
保持与董事会密切沟通与协作倾听各利益攸关方的意见
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减少领导者的精神压力领导者的晋升速度比较合理缩短了通常的领导人才成长为集团高管的
时间跨度。
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从本质上讲，这个模型反映了任何一个公司的管理层级。
在小公司，首席执行官与大公司的事业部总经理类似，部门总监常常被归类到公司团队成员。
本书揭秘了通用电气等世界级企业的领导人才培养模式，阐述了从员工到首席执行官的领导力发展六个阶段（“6P”），每个阶段都要在领导技能、时间管理和工作理念三方面实现转型，同时，详细介绍了领导梯队模型对于公司的绩效提升、继任计划、教练辅导和职业发展的重要价值。
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领导梯队建设的体系模式，包含企业的人才理念、战略、结构、政策、制度和流程。
领导梯队建设的系统方法，即领导人才培养的操作手册。
领导梯队建设的实战工具
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4、从管理管理职能部门到事业部总经理
3、从管理经理人员到管理职能部门
2、从管理他人到管理经理人员
5、从事业部总经理到集团高管
6、从集团高管到首席执行官
1、从管理自我到管理他人
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领导者的每一次晋升，都需要在以下三方面实现转型：
11从管理自我从管理自我到管理他人到管理他人22从管理他人从管理他人到管理经理人员到管理经理人员从管理经理人员管理经理人员到管理职能部门44从从管理管理管理职能部门到事业部总经理55从从事业部总经理到集团高管66从集团高管从集团高管到首席执行官到首席执行官集成电路是采用半导体制作工艺在一块较小的单晶硅片上制作上许多晶体管及电阻器电容器等元器件按照多层布线或遂道布线的方法将元器件组合成完整的电子电路因其管脚非常密集所以非常容易造成虚焊

什么是领导力如何提高领导力英语作文

什么是领导力如何提高领导力英语作文全文共3篇示例，供读者参考篇1What is Leadership and How to Improve LeadershipIntroductionLeadership is a crucial skill in today's fast-paced and competitive world. It is the ability to guide, motivate, and influence others towards achieving common goals. Effective leadership can inspire teams to work together cohesively, maximize their potential, and drive success in any organization. In this essay, we will explore the concept of leadership and discuss various strategies to enhance leadership skills.What is Leadership?Leadership is not just about holding a title or position of authority. It is about inspiring and influencing others to achieve a common objective. A leader is someone who can effectively communicate their vision, motivate their team members, make tough decisions, and lead by example. Leadership involves traits such as empathy, integrity, decisiveness, and emotional intelligence.Types of Leadership StylesThere are various leadership styles that leaders can adopt, depending on the situation and the nature of the team. Some common leadership styles include:1. Autocratic Leadership: In this style, the leader makes decisions without consultation with the team members. They have absolute control over the team and are responsible for all decision-making.2. Democratic Leadership: Leaders in this style involve team members in decision-making processes and value their input. This style promotes collaboration and teamwork.3. Transformational Leadership: Transformational leaders inspire and motivate their team members to achieve excellence. They constantly challenge their team to grow and innovate.4. Laissez-Faire Leadership: In this style, leaders provide minimal guidance to their team members and allow them to make their own decisions. This style works well in highly skilled and self-motivated teams.How to Improve Leadership SkillsEnhancing leadership skills is a continuous process that requires self-awareness, learning, and practice. Here are some strategies to improve leadership skills:1. Self-Reflection: Take time to reflect on your strengths and weaknesses as a leader. Identify areas for improvement and set goals to work on them.2. Continuous Learning: Stay updated on the latest trends in leadership and management. Attend workshops, seminars, and courses to enhance your knowledge and skills.3. Build Relationships: Develop strong relationships with your team members, colleagues, and stakeholders. Effective communication and relationship-building are key to successful leadership.4. Delegate Tasks: Learn to delegate tasks to team members based on their strengths and capabilities. Trust your team to deliver results and provide support when needed.5. Lead by Example: Demonstrate the values and behaviors you expect from your team members. Be ethical, honest, and consistent in your actions.6. Empower Others: Encourage your team members to take initiative, make decisions, and contribute their ideas. Provide opportunities for growth and development.7. Adaptability: Be flexible and adaptable in your leadership style to meet the changing needs of your team and organization. Embrace challenges as opportunities for growth.ConclusionLeadership is a vital skill that can drive success and growth in any organization. By understanding the concept of leadership, adopting appropriate leadership styles, and continuously improving leadership skills, individuals can become effective leaders who inspire and empower their teams to achieve greatness. Leadership is not a destination but a journey ofself-discovery and growth.篇2What is Leadership and How to Improve Leadership SkillsIntroductionLeadership is a crucial skill in both personal and professional life. It is the ability to guide, influence, and inspire others towards a common goal. Effective leadership is essential for success inany organization, as it helps in the growth and development of individuals and teams. In this article, we will discuss what leadership is, the qualities of a good leader, and how to improve leadership skills.What is Leadership?Leadership is the ability to motivate and inspire others to achieve a common goal. A leader is someone who has a clear vision, communicates effectively, and is able to guide and support others in the pursuit of that vision. Leadership involves making decisions, solving problems, and taking risks. A good leader is someone who can bring out the best in others and create an environment where everyone can thrive.Qualities of a Good LeaderThere are several qualities that make a good leader. These include:1. Communication: A good leader is an effective communicator who can clearly convey their ideas and vision to others.2. Vision: A good leader has a clear vision of where they want to go and inspires others to follow that vision.3. Integrity: A good leader is honest, ethical, and trustworthy. They lead by example and inspire trust in others.4. Empathy: A good leader is empathetic and understands the needs and feelings of others. They are able to connect with people on a personal level.5. Problem-solving: A good leader is able to think critically, analyze situations, and come up with effective solutions to problems.6. Resilience: A good leader is resilient and able to bounce back from setbacks and challenges.How to Improve Leadership SkillsThere are several ways to improve leadership skills. Some of these include:1. Continuous learning: Leadership is a skill that can be developed and improved over time. It is important to constantly learn and grow as a leader by reading books, attending workshops, and seeking feedback from others.2. Building relationships: A good leader builds strong relationships with their team members, colleagues, and stakeholders. Building trust and rapport with others is essential for effective leadership.3. Emotional intelligence: Emotional intelligence is the ability to recognize and manage your own emotions and the emotions of others. Developing emotional intelligence can help you understand and connect with others on a deeper level.4. Delegating tasks: A good leader knows how to delegate tasks and empower others to take on responsibilities. Delegating tasks can help develop the skills and confidence of team members.5. Setting goals: A good leader sets clear goals and expectations for themselves and their team. Setting goals can help focus efforts and motivate others towards a common objective.6. Seeking feedback: Feedback is essential for growth and improvement as a leader. Seek feedback from colleagues, mentors, and team members to learn how you can improve and develop as a leader.ConclusionLeadership is a key skill that can make a significant difference in both personal and professional life. By developing qualities such as communication, vision, integrity, empathy, problem-solving, and resilience, you can become an effectiveleader. It is important to continuously learn and grow as a leader, build strong relationships, develop emotional intelligence, delegate tasks, set goals, and seek feedback in order to improve your leadership skills. By doing so, you can inspire and motivate others towards success and growth.篇3What is Leadership and How to Improve LeadershipIntroductionLeadership is a critical skill in all aspects of life, whether it's in the workplace, at school, or in personal relationships. A strong leader can inspire and motivate others, drive positive change, and achieve goals. In this essay, we will explore the concept of leadership, its key characteristics, and strategies for improving leadership skills.What is Leadership?Leadership can be defined as the ability to influence and guide others to achieve common goals. It involves setting a clear vision, motivating and inspiring others, making tough decisions, and creating a supportive and inclusive environment. Effective leaders possess a combination of personal qualities, such as communication, empathy, integrity, and resilience.Key Characteristics of Leadership1. Vision: A strong leader has a clear vision of where they want to go and can communicate this vision to others.2. Communication: Effective communication skills are essential for a leader to convey their ideas, listen to others, and provide feedback.3. Empathy: A good leader understands the needs and feelings of others and shows empathy and compassion.4. Integrity: Leaders must act with honesty, fairness, and ethical behavior to earn the trust and respect of their team.5. Resilience: Leaders face challenges and setbacks but must remain resilient and adaptable in the face of adversity.Strategies for Improving Leadership1. Seek Feedback: Ask for feedback from colleagues, mentors, and team members to identify strengths and areas for improvement.2. Develop Emotional Intelligence: Emotional intelligence involves understanding and managing emotions, building relationships, and making smart decisions. It is a key skill for effective leadership.3. Build Relationships: Invest time in building relationships with team members, colleagues, and stakeholders to create trust and loyalty.4. Lead by Example: Demonstrate the qualities you want to see in others, such as hard work, professionalism, and integrity.5. Continuously Learn and Adapt: Stay abreast of new developments in your field, seek out learning opportunities, and be open to feedback and change.ConclusionLeadership is a valuable skill that can be developed and improved over time. By cultivating key characteristics, seeking feedback, building relationships, and continuously learning, individuals can enhance their leadership capabilities and inspire others to achieve greatness. Leadership is not about power or authority, but about positively influencing and guiding others towards a common goal. By embodying the principles of leadership, individuals can make a lasting impact in their organizations, communities, and beyond.。

明茨伯格的组织结构理论

亨利·明茨伯格通常被视为组织研究的集大成者。

但直到2007年7月，他的名着《卓有成效的组织》才出中文版。

这本书的英文版初版于1983年，24年之后他在该书中文版的序言中毫不掩饰地说：“这本书是我的得意之作，它的内在连贯性和对于不同组织类型的分类框架，都让我喜欢。

”从20世纪70年代中期起，明茨伯格就开始整理有关组织的论着，提炼其中的主要观点，试图描绘出一幅组织结构理论的全景图。

1979年，他完成了一部巨着《诸般组织的构造：一项综合研究》。

几年之后，他在这本教学参考书的基础之上写成了《卓有成效的组织》。

作者交代，这本书是专门为那些需要进行组织结构设计的实践者写的，希望能够给他们以明智的指引。

这本书的英文原名为《Structure in Fives: Designing Effective Organizations》，中文译名在很大程度上是误译。

明茨伯格认为并不存在所谓的“卓有成效的组织”，他认为只存在恰当的组织。

那么，什么样的企业组织才是恰当的组织组织内和谐一致，并与它所处的情景相符（这些情景因素包括组织的规模、组织的历史、经营环境、组织使用的技术体系等）。

在论述组织结构设计时，“五”这个数字反复出现：五种协调机制、组织的五个基本组成部分、五种组织结构。

“五”在明茨伯格这个犹太人心里似乎有一种冥冥之中的奇妙含义。

他甚至引用《象征词典》中的说法：“五”是人之象征……也是宇宙的象征……象征神的意志和对秩序、对完美的追求。

就连中国语境中的五彩祥云和五行也被他拿来证明“五”的奇妙。

因此，这本书的中文译名应该为《五行组织》。

五种协调机制在明茨伯格看来，所谓组织结构就是：“将工作拆分成若干不同的任务，再协调整合起来以实现工作目标的各种方法的总和。

”组织协调工作的基本方法，按明茨伯格的说法，大致可以分为五种：相互调节、直接监督、工作流程标准化、工作输出标准化以及员工技能标准化。

相互调节意味着通过简单的沟通就可以协调工作。

LEADERSHIP BIBLIOGRAPHY Autry, J Love and Profit The Art of…

LEADERSHIP BIBLIOGRAPHYAutry, J.: Love and Profit: The Art of Caring Leadership, Avon Trade Books, 1992.Bartlett, C. and Ghoshal, S.: “Changing the Role of Top Management,” Harvard Business Review, May/Jun, 1995.Beckhard, R. and Pritchard, W.: Changing the Essence: The Act of Creating and Leading Fundamental Change in Organizations, Jossey-Bass, 1992.Bennis, W.: An Invented Life, Addison-Wesley, 1989.Bennis, W.: On Becoming a Leader, Addison-Wesley, 1989.Block, P.: Stewardship, Berrett-Koehler Publishers, 1993.Block, P.: The Empowered Manager: Positive Political Skills at Work, Jossey-Bass, 1988. Bridges, Wm.: Managing Transitions: Making the Most of Change, Addison-Wesley Publishing, 1991.Collins, J. and Porras, J.: Built to Last, Harper Business, 1994.Cooper, R. & Sawaf, A.: Executive EQ: Emotional Intelligence in Leadership and Organizations, Grosset-Putnam, 1997.Covey, S.: Principle Centered Leadership, Simon & Schuster, 1992.Covey, S: The Seven Habits of Highly Effective People, Simon & Schuster, 1989.DePree, M.: Leadership Jazz, Dell Publishing, 1992.DePree, M.: Leadership is an Art, Dell Publishing, 1989.Drucker Foundation and Jossey-Bass, Leader to Leader, Quarterly Publication, (888) 378-2537. Drucker, P.: The Leader of the Future, Jossey-Bass, 1996.Frankles, V.: Man’s Search for Meaning, Beacon Press, 1992.Geus, Arie de.: The Living Company, Longview Publishing Ltd., 1997.Goss, T.: The Last Word on Power, Currency/Doubleday, 1995.Greenleaf, R.: Servant Leadership, Paulist Press, 1977.Hammond, Sue Ennis: The Thin Book of Appreciative Inquiry, Plano, TX: Kodiak Consulting, 1996 (to order, call 972/ 378-0523).Hawley, J.: Re-Awakening the Spirit in Work, Simon & Schuster, 1993.Hickman, C. and Silva, M.: Creating Excellence: Managing Corporate Culture, Strategy and Change in the New Age, Penguin Books, 1984.Jaworski, J.: Synchronicity: The Inner Path of Leadership, Berrett-Koehler, 1996.Kaplan, R.S. and Norton, D.P.: The Balanced Scorecard, Harvard College, 1996.Kotter, J. and Heskett, J.: Corporate Culture and Performance, The Free Press, 1992. Kouzes, J. and Posner, B.: Credibility, Jossey-Bass, 1993.Kouzes, J. and Posner, B.: The Leadership Challenge, Jossey-Bass, 1995.Levering, R. and Moskowitz, M.: The 100 Best Companies to Work for in America, Plume/ Penguin Books, 1994.Nadler, G.: Break Through Thinking, Prima Publishing, 1998.Oestreich, D. and Ryan, Kathleen D.: Driving Fear Out of the Workplace, Jossey-Bass, 1991. Peck, Scott: A World Waiting to Be Born: Civility Rediscovered, Bantam Books, 1994. Pitcher, P.: The Drama of Leadership, John Wiley & Sons, 1997.Quinn, R.: Deep Change: Discovering the Leader Within, Jossey-Bass, 1996.Ross, R.: “The Ladder of Inference,” in The Fifth Discipline Fieldbook, Doubleday, 1994. Schein, E.: Organizational Culture and Leadership, Jossey-Bass, 1997.Scholtes, P.: The Team Handbook, Joiner Associates, 1988.Senge, P.: The Fifth Discipline, Doubleday, 1990.Treacy, M. and Wiersema, F.: The Discipline of Market Leaders, Addison-Wesley Publishing, 1994.Vaill, P.: Managing as a Performing Art: New Ideas for a World of Chaotic Change, Jossey-Bass, 1991.Weisbord, M.: Productive Workplaces, Jossey-Bass, 1987.Whyte, D.: The Heart Aroused, Doubleday, 1994.TEAMWORK BIBLIOGRAPHYAutry, J.: Love and Profit: The Art of Caring Leadership, Avon Trade Books, 1992. Blanchard, K.: Empowerment Takes More Than a Minute. San Francisco: Berrett-Koehler Publishers, 1996.Block, P.: Stewardship, Berrett-Koehler Publishers, 1993.Block, P.: The Empowered Manager: Positive Political Skills at Work, Jossey-Bass, 1988. Chappell, T.: The Soul of A Business: Managing for Profit and the Common Good, New York, Bantam Books, 1993.Collins, J. and Porras, J.: Built to Last, Successful Habits of Visionary Companies, Harper Business, 1997.Covey, S: The Seven Habits of Highly Effective People, Simon & Schuster, 1989.DePree, M.: Leadership is an Art, Dell Publishing, 1989.Fisher, R. & Ury, W.: Getting to Yes: Negotiating Agreement Without Giving In, Houghton Mifflin, 1981.Fournies, F.: Why Employees Don’t Do What They Are Supposed To Do--and What to Do About It, McGraw-Hill, 1988.Francis, D. & Young, D.: Improving Work Groups: A Practical Manual for Team Building, University Associates, 1979.Gibb, J.: Trust--A New View of Personal and Organizational Development, The Guild of Tutors Press, 1978.Greenleaf, R.: Servant Leadership, Paulist Press, 1977.Hammond, Sue Ennis: The Thin Book of Appreciative Inquiry, Plano, TX: Kodiak Consulting, 1996 (to order, call 972/ 378-0523).Heifetz, R. & Laurie, D.: The Work of Leadership, HBR, Jan-Feb, 1997.Huey, J.: The New Post-Heroic Leadership, Fortune Magazine, February 21, 1994. Jamison, K.: The Nibble Theory and the Kernel of Power: Leadership, Self-Empowerment and Personal Growth, Paulist Press, 1984.Jaworski, J.: Synchronicity: The Inner Path of Leadership, Berrett-Koehler, 1996. Katzenback, J. & Smith, D.: The Wisdom of Teams: Creating the High-Performance Organization, Harvard Business School Press, 1993.Katzenback, J.: Executive Level Teamwork,” Harvard Business Review, Nov-Dec, 1997. Kleiner, A.; Roberts, C.; Ross R.; Senge, P. & Smith, B.: The Fifth Discipline Fieldbook, Bantam Doubleday Publishing Group, 1994.Oestreich, D. and Ryan, Kathleen D.: The Courageous Messenger: How to Successfully Speak up at Work, Jossey-Bass, 1996.Oestreich, D. and Ryan, Kathleen D.: Driving Fear Out of the Workplace, Jossey-Bass, 1991. Parry, Danaan, Warriors of the Heart, Sunstone Publications, 1991.Pascale, R.; Millemann, M. & Gioja, L.: Changing the Way We Change, HBR, Nov-Dec, 1997. Pritchett, P.: New Work Habits for a Radically Changing World, Dallas, TX: Pritchett & Associates, Inc., 1994 (to order, call (800) 992/5922).Quinn, R.: Deep Change: Discovering the Leader Within, Jossey-Bass, 1996.Rosen, R.: Leading People: Transforming Business From the Inside Out, Viking Penguin, 1996. Scholtes, P.: The Team Handbook, Joiner Associates, 1988.Schutz, W.: The Truth Option: A Practical Technology for Human Affairs, Berkeley, Ten Speed Press, 1984.Senge, P.: The Fifth Discipline: The Art and Practice of the Learning Organization, Doubleday, 1990.Weisbord, M.: Productive Workplaces, Jossey-Bass, 1987.NEW ORGANIZATION (THE)Handy, C.: The Age of Unreason, McGraw-Hill, 1996.Wheatley, M.: Leadership and the New Science, Publishers Group West, 1994.PROCESS IMPROVEMENTTheory and PhilosophyJoiner, B.: Fourth Generation Management, McGraw-Hill, Inc., 1994.Keen, P.: The Process Edge, Harvard Business School Press, 1997.Scherkenback, W.: Deming’s Road to Continual Improvement, SPC Press, 1991. Womack, J., Jones, D. and Ross, D.: The Machine that Changed the World: The Story of Lean Production, Harper Perennial, 1990.Methods and ToolsBrassard, M. and Ritter, D.: The Memory Jogger II, GOAL/QPC, 1994.Change, R.: Continuous Process Improvement, Richard Change Associates, 1994. Change, R.: Process Reengineering in Action, Richard Change Associates, 1995.Collett, et. al.: Introduction to Critical Processes, GOAL/QPC, 1992.Harbour, J.: The Process Reengineering Workbook, Quality Resources, 1994.Rummler, G. and Brache, A.: Improving Performance: How to Manage the White Space on the Organization Chart, Jossey-Bass Publishers, 1990.Ryan, Kathleen D. and Oestreich, D.: Driving Fear Out of the Workplace, Jossey-Bass, 1991. Scholtes, P.: The Team Handbook, Second Edition, Joiner Associates Inc., Madison, WI, 1996. Womach, J. and Jones, D.: “Beyond Toyota: How to Root Out Waste and Pursue Perfection,” Harvard Business Review, Sept-Oct, 1996.STRATEGIC ALLIANCESAssociated General Contractors of America: Partnering: Changing Attitudes in Construction, October, 1995.Bleeke, J. and Ernst, D.: “Is Your Strategic Alliance Really A Sale?” Harvard Business Review, Jan/Feb, 1995.Block, P.: Stewardship, Berrett-Koehler Publishers, 1993.Chesbrough, H. and Teece, D.: “When is Virtual Virtuous? Organizing for Innovation.” Harvard Business Review, Jan/Feb, 1996.Deyer, J.: “How Chrysler Created an America Keiretse,” Harvard Business Review, Jul/Aug, 1996.Hamel, G., Prahalad, C. and Doz, Y.: “Collaborate With Your Competitors and Win,” Harvard Business Review, Jan/Feb, 1989.Johnston, R. and Lawrence, P.: “Beyond Vertical Integration: The Rise of the Value-Added Partnership,” Harvard Business Review, Jul/Aug, 1988.Kanter, R.: “Collaborative Advantage: The Art of Alliances, “Harvard Business Review,Jul/Aug, 1994.Kanter, R.: “(The) New Managerial Work,” Harvard Business Review, Nov/Dec, 1989. Kanter, R.: On Synergies, Alliances and New Ventures (videotape), WingsNet, 800/227-7703, $50 preview, $395 purchase price.Kumar, N.: “The Power of Trust and Manufacturer of Retail Relationships,” Harvard Business Review, Nov/Dec, 1996.Larson, E. and Gray, C.: “Project Partnering in the Construction Industry: The Wave of the Future,” National Productivity Review, Winter 1994/95.Lewis, J.: The Connected Corporation, The Free Press, 1995.Lewis, J.: Partnerships for Profit, The Free Press, 1990.Mattessich, P. and Monsey, B.: Innovative Collaboration; What Makes it Work?, Amherst Wilder Foundation, St. Paul, MN.Miller, R.: Joint Ventures in Construction, Third Edition, National Association of Surety Bond Producers, Washington D.C., 1993, (202) 686-3700.Ohmae, K.: “The Global Logic of Strategic Alliances,” Harvard Business Review, Mar/Apr, 1989.Whites, B.: “Achieving Strategic Relationships and Buyer-Supplier Relationships,” Marketing Science Institute, July, 1996.Yoshino, M. and Rangan, U.S.: Strategic Alliances, Harvard Business School Press, 1995. Yves, D. & Hamel, G.: The Alliance Advantage: The Art of Creating Value Through Partnering, Harvard University Publishers, 1998.CHANGE PROCESSBeckhard, R. and Pritcard, W.: Changing the Essence: The Act of Creating and Leading Fundamental Change in Organizations, Jossey-Bass, 1992.Bridges, Wm.: Managing Transitions: Making the Most of Change, Addison-Wesley Publishing, 1991.Beer, M., Eisenstat, R. and Spector, B.: “Why Change Programs Don’t Produce Change,” Harvard Business Review, Nov/Dec, 1990.Kotter, J.: “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review, Mar/Apr, 1995.Kriegel, R.: If It Ain’t Broke, Break It!, Warner Books, 1991.Quinn, R. E.: Deep Change, Jossey-Bass, 1996.Strebel, P.: “Why Do Employees Resist Change?”, Harvard Business Review, May/Jun, 1996.HUMAN RESOURCE MANAGEMENTKohn, A.: Punished by Rewards: The Trouble with Gold Start, Incentive Plans, A’s Praise and Other Bribes, Houghton Mifflin, 1993.Ryan, Kathleen D. and Oestreich, D.: Driving Fear Out of the Workplace, Jossey-Bass, 1991. Weisbord, M.: Productive Workplaces: Organizing and Managing for Dignity, Meaning and Community, Jossey-Bass, 1987.Whitmore, J.: Coaching for Performance, Nicholas Shealy Publishing, 1992.STRATEGIC MARKETING (* denotes highly recommended)Competitive StrategyDay, G.: Market-Driven Strategy, The Free Press, 1990.Hamel, G. and Prahalad, C.: Competing for the Future, Harvard Business School Press, 1994.* Hamel, G. and Prahalad, C.: “Strategic Intent,” Harvard Business Review, May-Jun, 1989.* Hanan, M.: Profits Without Products, AMACOM, 1992.Hauser, J. and Clausing, D.: “The Hou se of Quality,” Harvard Business Review, May/Jun, 1988.Kim, W.C. and Mauborgne, R.A.: “Value Innovation: The Strategic Logic of High Growth,” Harvard Business Review, Jan/Feb, 1997.*Kim, W.C. and Mauborgne, R.A.: “Creative New Market Space,” Harvard Business Review, Jan/Feb, 1999.*Ohmae, K.: “Getting Back to Strategy,” Harvard Business Review, Nov/Dec, 1988.* Porter, M.: “What is Strategy?,” Harvard Business Review, Nov/Dec, 1996.*Robert, M.: Strategy Pure and Simple, McGraw-Hill, 1993.Ross, G., and Kay, M.: Toppling the Pyramids, Random House, 1994.Stalk, G., Pecaut, D. and Burnett, B.: “Breaking Compromises, Breakaway Growth,” Harvard Business Review, Sep/Oct, 1996.*Treacy, M. and Wiersema, F.: The Discipline of Market Leaders, Addison-Wesley Publishing, 1994.Core Competencies and Competitive AdvantageHamel, G. and Prahalad, C.: “The Core Competencies of the Organization,” Harvard Business Review, May/Jun, 1990.*Ghemawat, P.: “Sustainable Advantage,” Harvard Business Review, Sept/Oct, 1986. Stalk, G.: “Competing on Capabilities,” Harvard Business Review, Mar/Apr, 1992.STRATEGIC MARKETING (CONT’D)Market SegmentationBerrigan, J. and Finkbeiner, C.: Segmentation Marketing, Harper Business, 1992.Scenario-Based PlanningSchwartz, P.: The Art of the Long View: Planning for the Future in an Uncertain World, Doubleday, 1991.Strebel, P.: Breakpoints, Harvard Business School Press, 1992.TACTICAL MARKETINGAnderson, J.C. and Narus, J.A.: “Business Marketing: Understand What Customers Value” Harvard Business Review, Nov/Dec, 1998.Hiebing, R. and Cooper, S.: How to Write a Successful Marketing Plan, NTC Business Books, 1994.Pine, B.J. II, Peppers, D. and Rogers, M.: “Do You Want to Keep your Customers Forev er?” Harvard Business Review, Mar/Apr, 1995.Trout, J.: The New Positioning, McGraw-Hill, 1996.BIBLIOGRAPHYCultural Change and CollaborationBeckhard, R. and Pritcard, W.: Changing the Essence: The Act of Creating and Leading Fundamental Change in Organizations, Jossey-Bass, 1992.Bridges, Wm.: Managing Transitions: Making the Most of Change, Addison-Wesley Publishing, 1991.Hammond, Sue Ennis: The Thin Book of Appreciative Inquiry, Plano, TX: Kodiak Consulting, 1996 (to order, call 972/ 378-0523).Kotter, J.: “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review, Mar/Apr, 1995.Kotter, J. and Heskett, J.: Corporate Culture and Performance, The Free Press, 1992. Pascale, R.; Millemann, M. & Gioja, L.: Changing the Way We Change, HBR, Nov-Dec, 1997.BIBLIOGRAPHY (CONT’D)Ryan, Kathleen D. and Oestreich, D.: Driving Fear Out of the Workplace, Jossey-Bass, 1991. Schein, E.: Organizational Culture and Leadership, Jossey-Bass, 1997.Strebel, P.: “Why Do Employees Resist Change?, Harvard Business Review, May/Jun, 1996. Weisbord, M.: Productive Workplaces: Organizing and Managing for Dignity, Meaning and Community, Jossey-Bass, 1987.For Collaboration Between OrganizationsMattessich, P. and Monsey, B.: Innovative Collaboration; What Makes it Work?, Amherst Wilder Foundation, St. Paul, MN.Systems ThinkingScholtes, P.: The Leader’s Handbook, McGraw-Hill, 1998.Senge, P.: The Fifth Discipline: The Art and Practice of the Learning Organization, Doubleday, 1990.Personal ChangeQuinn, R. E.: Deep Change: Discovering the Leader Within, Jossey-Bass, 1996.。

CEO领导力提升的原则

CEO领导力提升的原则领导力就是指在管辖的范围内充分的利用人力和客观条件在以最小的成本办成所需的事提高整个团体的办事效率。

领导力（Leadership）可以被形容为一系列行为的组合，而这些行为将会激励人们跟随领导去要去的地方，不是简单的服从。

根据领导力的定义，我们会看到它存在于我们周围，在管理层，在课堂，在球场，在政府，在军队，在上市跨国公司，在小公司直到一个小家庭，我们可以在各个层次，各个领域看到领导力，它是我们做好每一件事的核心。

一个头衔或职务不能自动创造一个领导。

最近企业界有一种需求呼唤：领导力提升。

可能是因为因内部管理、外部讲座之行和言的需要，不得不有意识搜寻这方面的书充电。

库泽斯和波斯纳合着的《领导力》就是其中爱不释手，产生共鸣的最好一本。

激励他人自愿作出卓越成就的能力就是领导力。

作者关注的是“普通人”而非“大牌明星”是如何做出最佳领导事迹。

作者认为当这些“普通人”发挥领导作用时，都展现了某些特定行为，尽管这些行为因为行业、民族、国家甚至职位的不同而略有差别，但这些行为或称之为模式都是可以通过学习而领会的。

这就使我们明白领导力不是少数人的特权也不是天生的。

而是人人都可学到和做到的。

这才真正凸显了领导力这一学科的现实意义。

库泽斯和波斯纳经过长期跟踪研究发现，能领导其他人的人都经历了一条相似的路。

虽然每个人的事迹不一样，但都存在共同的行为模式。

这就是以身作则、共启愿景、挑战现状、使众人行和激励人心。

领导力提升要以身作则CEO必须首先明确并经常谈论自己的理念和指导原则。

同时要想证明什么东西重要，就好的办法就是身体力行，树立典范。

要成为一个可信赖的领导首先就要探寻内心，寻找自己的声音。

如果无法找到自己的声音就只能用别人的语言，张嘴说说秘书写的稿子，或鹦鹉学舌般重复别人的话。

如果说的话不是自己的甚至自己也不相信，从长远看，你说的和做的就不会一致，也就谈不上率先垂范。

理念是指路明灯，理念是行动指南。

以行动为中心的团队领导者领导力理论及其实践

以行动为中心的团队领导者领导力理论及其实践英国管理学大师、全球首位领导学教授约翰•阿代尔（JohnAdair ）提出的以行动为中心的领导力（ACL，ction-centered Leadership ）理论在领导者甄选和培训中得到了成功的应用，被公认为领导学领域的真理。

以行动为中心的领导力（ACL理论以行动为中心的领导力（ACL理论以三环模型为核心、将各个要素有机整合起来，这些要素主要包括：（一）三环模型经过一段时间的合作，所有的工作群体都形成了自己独特的群体人格，与此同时，所有的工作群体也存在三种共同的需求：完成共同任务的需求（任务需求）；团结在一起或者维持为一个社会单元的需求（团队需求）；个人加入群体、成为群体一员而带来的需求（个体需求）。

分别用三个环代表这三种需求，三种需求之间的关系就如同三个相互交叠圆环，相互影响、相互作用（见图1）：用一枚硬币遮住“任务”这个环，则其他两个环的一部分也被遮住，这意味着一个工作群体未能完成任务将加剧群体的分裂趋势和降低群体成员满意度；用硬币遮住“团队”环，其他两个环的一部分也被遮住，这告诉我们一个人际关系不和谐、没有团队凝聚力的群体将不能有效完成群体任务和满足群体成员的个人需求；同理我们能够得出：个体需要得不到满足的群体成员将不能为群体任务和群体团结做出积极的贡献。

相反，群体任务的完成将增强群体的团结和个人需要的满足程度；一个团结的群体将能够很好地完成群体任务，并为个体提供令人满意的气氛；一个在个体需要方面得到承认和满足的个体将在完成群体任务和维护群体团结方面做出自己积极的贡献。

领导者的工作就是满足这三种需求。

三环模型是动态的，而不是静态的，具体哪个环（哪种需求）在领导者的头脑中占主导地位，这完全取决于环境，但领导者需要在更长的时期内使它们保持平衡。

阿代尔教授认为三环模型是领导学领域一项重大的发现，可以和物理学领域爱因斯坦的相对论相媲美，它形式简单但内涵丰富。

centered leadership

Centered leadership，即以中心型领导为核心的领导方式，这种领导方式强调以作业或活动为中心，关注任务的完成和目标的实现。

在实践中，这种领导方式往往以任务为导向，注重工作的效率和效果，强调团队的协作和沟通。

Centered leadership也有被译作“以作业为中心的领导”或“以活动为中心的领导”的情况。

这种领导方式训练员工以任务为导向，鼓励员工积极参与工作，发挥其创造性和团队合作精神，以达到更好的工作效果。

总的来说，Centered leadership是一种强调任务完成和目标实现的领导方式，注重团队的协作和沟通，鼓励员工积极参与工作，发挥其创造性和团队合作精神，以达到更好的工作效果。

领导理论回顾(01)

1.1 领导理论回顾领导理论的研究旨在识别提高、影响领导有效性的因素，寻找提高领导有效性的途径。

半个多世纪以来，领导理论是管理学理论研究的热点之一。

20世纪领导理论的发展大体上经历了四个阶段。

第一阶段从三、四十年代开始，一些学者研究具备什么样特有素质的人适合当领导者，或者当了领导后需要怎样的素质才能成为一个出色的领导者。

后人将此类关于领导者特质的研究统称为领导特质理论(Trait theory)。

第二阶段开始于四、五十年代，集中于研究领导者需采取什么样的领导行为、领导风格才能提高领导绩效，人们将此类研究称为领导行为理论(Behavior theory)。

第三阶段的研究是指从六、七十年代至九十年代的权变理论(Contingency or Situational theory)阶段，研究重点主要集中于影响领导效能的各种情景因素，如工作性质、领导者与下属的关系以及下属特征等。

第四阶段是从七十年代末开始提出的交易型领导（Transactional Leadership）和改造型领导（Transformational Leadership）理论。

除了以上主流的四个阶段领导理论研究外，还有许多理论如认知型领导（Cognitive Leadership）、归因理论（Attributional Leadership）及含蓄型领导理论（Implicit Leadership）等，也都是颇有影响的领导理论，本书中我们主要围绕以上四个发展阶段的一些典型领导理论进行讨论，以便清晰地抓住领导学研究发展的脉络。

1.1.1 领导特质理论领导特质理论集中研究有效的领导者应该具有的个人特征。

特质论普遍认为有一组能用来识别有效领导者的个人素质和特征。

半个世纪以前，许多学者坚持把领导者个人品质特征作为描述和预测领导成效的因素，对领导者的研究多着重于探索在有效领导者与无效的领导者之间、高层领导者与基层领导者之间是否存在着个人品质上的差异。

“LeadersareReaders”

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Maxwell /CDThink Like a WinnerDr. Walter Doyle StaplesTime Power: A Proven System for Getting More Done in Less Time Than You Ever Thought Possible Brian TracyTime Traps: Proven Strategies for Swamped Sales PeopleTodd DuncanToday Matters: 12 Daily Practices to Guarantee Tomorrow's SuccessJohn C. MaxwellTop Performance: How to Develop Excellence in Yourself and OthersZig Ziglar, Krish Dhanam, Bryan Flanagan, Jim SavageToxic PeopleLillian GlassTurning Tragedy into Triumph Dr ZonyaUnlimited PowerAnthony RobbinsUpgrade: Proven Strategies for Dramatically Increasing Personal and Professional SuccessMark SanbornWealth StrategiesTodd DuncanWhat's So Amazing about GracePhilip YanceyWhat to Say when You Talk to YourselfShad HelmstetterWhen Every Hour's a Rush Hour C. Bolley and Jean WebsterWho Are You Really, and What Do You Want?Shad HelmstetterWho Moved My Cheese?:An Amazing Way to Deal with Change in Your Work and in Your LifeSpencer JohnsonWinningJack Welch, Suzy WelchYou Can If You Think You CanNorman Vincent PealeYou Deserve the Best:How to Stop Self Sabotage and Deserve MorePat PearsonYou Don't Need a Title to Be a Leader: How Anyone, Anywhere, Can Make a Positive Differenceby Mark SanbornYour Best Year YetJinny S DitzlerYour Road Map for Success John C. MaxwellZig Ziglar's Secrets of Closing the SaleZig ZiglarPOPULAR AUTHORSJack Canfield & Mark Victor HansenThe Aladdin FactorThe Power of FocusThe Success Principles: How to Get From Where You Are to Where You Want to Beby Jack Canfield, Janet SwitzerStephen R. CoveyPrinciple Center LeaderhsipSeven Habits Of Highly Effective PeopleLiving the Seven HabitsThe 8th HabitThe SPEED of Trust: The One Thing that Changes Everything -Stephen M.R. Covey, Rebecca R. Merrill, Stephen R. CoveyShad HelmstetterThe GiftThe Self Talk SolutionWhat to Say when You Talk to YourselfWho Are You and What Do You Want?Jerry & Esther Hicks (Abraham)Ask & it is GivenAsk & it is Given II: The ProcessThe Amazing Power of Deliberate Intent: Living the Art of AllowingThe Law of Attraction: The Basics of the Teachings of AbrahamJohn Maxwell25 Ways to Win with People/CDBecoming a Person of Influence CD/DVDDare to Dream…Then Do it: What Successful People Know and DoDeveloping the Leader within You CD/DVD/ Work bookFailing Forward: How to Make the Most of Your MistakesLeadership 101: What Every Leader Needs to KnowLeadership Promises for Every DayPositive Thinking 101Relationships 101Running with the GiantsTeamwork Makes The DreamworkThe Difference Maker CDThe Journey from Success to SignificanceThe Laws of TeamWorkThe Power of LeadershipThe 360 Degree Leader: Developing Your Influence from Anywhere in the Organization CD/DVDThe 17 E ssential Qualities of a Team Player: Becoming the Kind of Person Every Team WantsThe 21 Indis pensable Qualities of a Leader: Becoming the Person That People Want to Foll owThe 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You CD/DVDThe 21 Most Powerful Minutes in a Leader's Day: Revitalize Your Spirit and Empower Your LeadershipThinking for a Change: 11 Ways Highly Successful People Approach Work and Life - CDToday Matters: 12 Daily Practices to Guarantee Tomorrow's Success - CD/DVDYour Road Map for SuccessWinning with People CD/DVDNorman Vincent PealeThe Power of Positive ThinkingYou Can If You Think You CanPat PearsonStop Self-Sabotage!You Deserve the Best: How to Stop Self Sabotage and Deserve MorePassion!: Reclaiming the Fire in Your HeartAnthony Robbins Awaken the Giant Within: How to Take Immediate Control of Your Mental, Emotional, Physical, & Financial Destiny Unlimited Power.Brian TracyChange Your Thinking, Change Your Life: How to Unlock Your Full Potential for Success and AchievementCrunch Point: The 21 Secrets to Succeeding When It Matters MostGetting Rich Your Own Way: Achieve All Your Financial Goals Faster Than You Ever Thought PossibleGoals!: How to Get Everything You Want -- Faster than You Ever Thought PossibleThe Power of Charm: How to Win Anyone over in Any SituationTime Power: A Proven System for Getting More Done in Less Time Than You Ever Thought PossibleZig ZiglarBetter Than Good: Creating a Life You Can't Wait to Live Over The TopTop Performance: How to Develop Excellence in Yourself and OthersSee You at the Top: 25th Anniversary EditionSelling 101: What Every Successful Sales Professional Needs to KnowZig Ziglar's Secrets of Closing the SaleDr. Zonya Get Off Your Yo-Yo Turning Tragedy into Triumph。

action_centered_leadership_概述及解释说明

action centered leadership 概述及解释说明1. 引言1.1 概述在当今社会，领导力一直被认为是组织成功的关键因素之一。

然而，领导力的定义和实践方式千差万别。

其中一种广泛接受且备受推崇的领导模型是Action Centered Leadership（行为中心领导）。

本文将对这个模型进行全面概述和解释。

1.2 文章结构本文分为四个主要部分：引言、正文、Action Centered Leadership 解释说明和结论。

在引言部分，我们将介绍文章的背景和结构，并阐明本文的目的。

接下来，在正文部分，我们将探讨领导力的重要性以及不同领导模型之间的关系。

然后，在第三部分中，我们将详细解释Action Centered Leadership模型，探讨其定义、原理、优点和挑战，并通过应用案例分析深入了解其实践效果。

最后，在结论部分，我们将总结Action Centered Leadership的重要性和影响力，并提供一些建议以启发和支持未来的领导者。

1.3 目的本文旨在提供深入洞察行为中心领导模型，并评估其在实践中可能出现的优势和挑战。

通过研究和分析Action Centered Leadership，我们希望能够向读者展示这一模型如何帮助领导者在复杂的组织环境中有效管理团队和实现目标。

此外，我们将通过具体案例分析，探索实际应用中的行为中心领导策略，并提供对未来领导者的启示和建议。

通过阐述Action Centered Leadership的核心概念和原则，我们希望读者能够更好地理解并应用这一模型，以提升自己的领导能力。

2. 正文Action Centered Leadership（ACL），即行动中心领导，是由英国管理学家约翰·阿德尔（John Adair）提出的一种领导理论和实践方法。

该方法强调有效地处理任务、团队和个人之间的关系，达到卓越的绩效。

在行动中心领导的框架下，领导者被认为应该同时关注三个核心要素：任务、团队和个人。

拉姆查兰—领导发展的六个阶段

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第五阶段转型：从管理事业部总经理到集团高管
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在第五阶段，工作理念的转变更加重视他人的成功，即间接成功。当然，在这个阶段，集团的高管通常遇到的困难主要以下4点： 1）像事业部总经理一样工作：直接表现为为下属部门制定战略，直接指导事业部总经理的工作； 2）维持一种集团公司对立的关系：高管应该投入大量的时间，大约三分之一的时间处理集团公司层面的事情； 3）管理者容易忽略新的商业机会，只关注现在的业务； 4）不重视培养事业部总经理的机会，认为处于总经理级别的员工能做到自我培养，忽略了培养下一任接班人的重要性。
【美】
RamCharan StephenDrotter JamesNoel
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领导梯队模型总览
兼顾个人与团队 • 工作计划 • 知人善任 • 分配工作 • 激励员工 • 教练辅导 • 绩效评估 • 时间管理
从管理自我到管理他人
纯粹管理工作 • 选拔人才 • 分配工作 • 评估下属 • 教练辅导
从管理他人到管理经理人员
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第二阶段转型：从管理他人到管理经理人员
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这第二阶段，许多人会产生一个误区：管理他人和管理经理人员之间几乎没有差别。但其实部门总监与一线经理在领导技能、时间管理能力和工作理念方面有着重要的区别，如果没有实现这个阶段的领导力转型，总监们只是敷衍了事，将给公司带来严重损失。部门总监负责的是公司中人员最集中的部门，完成绝大部门的生产性任务其结果直接与公司的产品和服务紧密相连。可以想象，部门总监如果不能胜任自己的岗位，工作质量和工作效率将会受到多大影响！事实上，他们的工作很大程度上决定着公司的执行力和竞争优势。

论组织理论范式的转换

论组织理论范式的转换罗珉【内容提要】本文认为，组织理论范式的转换，开始了关于组织的话语、组织的建构与批判，以及组织范式自身变革的对话。

更重要的是，组织理论范式的转换，显示了组织发展的新话语、新思维，加快了组织理论新范式的传播。

【关键词】组织概念/自组织/新型组织范式/组织理论在知识经济时代，由于信息技术和互联网的高速发展，组织理论范式发生了转换。

传统组织理论机械论(mechanism)坚持的是一种基于认识论的主体与客体二分法，强调的是行为个体(agent)、单个组织的独立性和分解模式。

但在组织理论的新范式中，关系论(relationalism)的视野正在逐步取代还原论(reductionism)、构成论(constitutionalism)、实体论(substantialism)和目的论(teleology)的观点，主张行为个体、单个组织只有在与环境、背景的关系中才能够生存、定义、描述和认识。

一、自组织概念的提出今天，自组织概念正在被引入组织理论概念体系，其结果是使组织的形态和边界变得模糊起来，与此相对应，组织范式也发生了转换。

在组织理论范式中，组织化有“自组织”(to self-organize，self-organization)和“被组织”(to be organized)两种。

长期以来，传统的组织理论范式强调的是“被组织”或“他组织”。

所谓的“被组织”是指组织系统在获得空间的、时间的或功能的结构过程中，如果受到外界的特定干预，那么其结构和功能是外界强加给组织系统的，外界以特定的方式作用于组织系统。

或者说，被组织是事物的组织化，不是它自身的自发、自行、自主、自我组织，走向组织化或有序化的过程，而是被外部力量驱动的组织过程或组织结果。

在有些情况下，人们为了便于与自组织理论相对应，又把“被组织”称为“他组织”(heler-organization)。

所谓的“他组织”是指组织系统在受到外界的特定干预(即外组织力)下获得空间的、时间的或功能的结构过程。

团队工作

目录
第一部分：团队的创建第二部分：团队管理第三部分：一种综合式的领导方法
感观看
团队问题专家兼畅销书作家乔·卡岑巴赫从《哈佛商业评论》中遴选了一些文章汇编成《团队工作》一书，而这些文章所探讨的便是每一种团队合作尝试所将要面临的挑战以及其可能得到的回报。
如今的同家比以往任何时候都注重团队合作，打造高绩效的工作团队，然而团队合作与真正的团队绩效并不是一码事。本书抓住领导者所面临的关于团队工作的根本性挑战，即如何将团队合作与组织结构，管理模式以及管理过程融合到一起。
团队工作
2005年中国财政经济出版社出版的图书
01 内容简介
03 媒体评论
目录
02 作者简介 04 目录
《团队工作》是乔·卡岑巴赫编著的一本图书。
内容简介
如今的商家比以往任何时候都注重团队合作，打造高绩效的工作团队，然而团队合作与真正的团队绩效并不是一码事。事实上，众多的团队在实际运作中显示出其难以预测，难以控制的一面，那团队的管理者也常常因此遭遇意料之外的失望和气馁。
作者简介
乔·卡岑巴赫，麦肯锡集团达拉斯分公司执行董事。长期从事包括大型机构中的战略，组织，领导以及变革等的研究，咨与培训工作。他对于团队，变革以及高绩效组织方面组织采用和实施。其主要著作有《团队的智慧：创建高绩效组织》《改革领导人》《公司的高层团队》等。
媒体评论
书评
如今的商家比以往任何时候都注重团队合作，打造高绩效的工作团队，然而团队合作与真正的团队绩效并不是一码事，本书抓住领导者所面临的关于团队工作的根本性挑战，即如何将团队合作与组织结构，管理模式以及管理过程融合到一起。

SMART原则

SMART原则目标管理，是使经理的工作变被动为主动的一个很好的手段，目标管理是一种通过组织管理者共同参与制定和实现目标的方式。

实施目标管理不但是有利于员工更加明确高效地工作，更是为未来的绩效考核制定了目标和考核标准，使考核更加科学化、规范化，更能保证考核的公开、公平与公正。

基本信息中文名：SMART原则提出者：彼得·德鲁克出处：《管理的实践》时间：1954相关推荐STAR原则5W2H分析法SWOT分析模型可行性分析PDCAPDCA循环FMEA五力模型管理学原理执行力工作分析目标管理管理绩效管理KPI心理资本能力STAR法则4R理论战略管理相关搜索star原则演唱会smart原则电影smart原则目标管理原则名词解释基本概念正在加载SMART原则目标管理由管理学大师PeterDrucker提出，首先出现于他的着作《管理实践》（ThePracticeofManagement）一书中，该书于1954年出版。

根据Drucker的说法，管理人员一定要避免“活动陷阱”（ActivityTrap），不能只顾低头拉车，而不抬头看路，最终忘了自己的主要目标。

MBO的一个重要概念是企业战略规划不能仅有几个高管来执行，所有管理人员都应该参与进来，这将更有利于战略的执行。

另一个相关概念是，企业要设计有一个完整的绩效系统，它将帮助企业实现高效运作。

由此，可以将目标管理视为ValueBasedManagement（价值管理）的前身。

制定目标看似一件简单的事情，每个人都有过制定目标的经历，但是如果上升到技术的层面，经理必须学习并掌握SMART原则。

SMART原则正在加载SMART原则1.目标必须是具体的（Specific）2.目标必须是可以衡量的（Measurable）3.目标必须是可以达到的（Attainable）4.目标必须和其他目标具有相关性（Relevant）5.目标必须具有明确的截止期限（Time-based）基本程序无论是制定团队的工作目标还是员工的绩效目标都必须符合上述原则，五个原则缺一不可。