The Empowered Manager
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Оглавление
Block Peter. The Empowered Manager
ALSO BY PETER BLOCK
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
When to Play It Safe
THREE. A CULTURE OF EMPOWERMENT
The Bureaucratic Cycle
The Entrepreneurial Cycle
The Patriarchal Contract
Myopic Self-Interest: The Myth That Advancement and Self-Esteem Are Related
Manipulative Tactics
FOUR. THE EMPOWERMENT CHOICE
The Entrepreneurial Contract
Enlightened Self-Interest
Authentic Tactics
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?
Creating the Vision
Communicating Our Vision
Coaching Others in Creating Their Vision
SIX. NEGOTIATING WITH ALLIES AND ADVERSARIES
The Critical Skills: Negotiating Agreement and Negotiating Trust
SEVEN. BALANCING AUTONOMY AND INTERDEPENDENCE
Political Scripts
The Right Use of Scripts
Interdependence
Autonomy and Interdependence
Finding Peace with the Boss
EIGHT. FACING ORGANIZATIONAL REALITIES
Nonsuicidal Courageous Acts
NINE. ENACTING THE VISION
Moving Toward Tension
Final Thoughts
ANNOTATED BIBLIOGRAPHY
ABOUT THE AUTHOR
ACKNOWLEDGMENTS
WILEY END USER LICENSE AGREEMENT
Отрывок из книги
This opening is designed to help you make a good decision about whether to read this book. Writing a book about organizations is not like writing an international spy thriller. In a spy thriller, you can begin by describing the fog slowly rising off the river separating two Eastern European countries. You can have a train hurtling through the night. In the corner of one compartment are two men, unconscious, one of them clutching a business card with a seven-legged toad embossed in green ink. A woman arrives on the scene, reaches calmly into her purse, and on it goes. In the spy thriller, all of this happens in the first paragraph. You are hooked and off you go, knowing that you have found just the book you were looking for.
Finding a book about organizational life that has meaning for you is not so easy. You shouldn't have to read a hundred pages to decide whether you want to finish such a book. I want to tell you who this book is for, who should not read it, and what to expect in the pages to come.
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Empowerment is not a set of techniques. It is a choice, not a tool. If you fundamentally believe that leadership, direction, and control are best exercised at the top of our institutions and our society, then just say no to empowerment. Be the best parent you can be. Don't create expectations of partnership that ultimately you will not fulfill. Do you choose to move down the path of self-management? Is this a business strategy you believe in? If so, then over time you continually seek more and more ways to shift responsibility and control to the people doing the core work of the organization.
Each time you begin to bring empowerment ideas into your work situation, as you give your employees more and more freedom, expect a very mixed response. There is a part of each of us that does not want more autonomy, choice, or responsibility. We want to be taken care of. We like the patriarchal contract. We want our bosses to be good parents. Choosing ownership, agency, and partnership means giving up safety. None of us gives up safety gracefully. Claiming freedom and autonomy means sacrificing innocence and security. This is the transformation we are moving through; it is difficult and demanding, and it triggers deep ambivalence.
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