Cover image for How to manage in a flat world : 10 strategies to get connected to your team wherever they are
Title:
How to manage in a flat world : 10 strategies to get connected to your team wherever they are
Author:
Bloch, Susan.
Personal Author:
Publication Information:
Upper Saddle River, N.J. : FT Press, [2009]

©2009
Physical Description:
xxix, 158 pages ; 24 cm
General Note:
Originally published : Harlow, England ; New York : Financial Times/Prentice Hall, 2007.
Language:
English
Contents:
"Flat" teams need direction -- The medium and the message -- Does culture still matter? -- Engage leadership skills: command and control doesn't work -- Teams are not self-assembly -- EQ is not enough: intelligence matters -- Keeping a life: questions of balance in the flat world -- Ten strategies for managing in a flat world -- Conclusion: how to be a stand-out manager in a flat world.
Added Author:
ISBN:
9780137126033
Format :
Book

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Summary

Summary

In today's "flat" world, you must get the best from teams that span not just offices, but continents: teams of unprecedented diversity and complexity. Leading those teams, you must deliver better results faster and with fewer resources. Conventional management techniques just won't do the job anymore. You need a radically new approach to management: one that's more fluid, more agile, and far less hierarchical. How to Manage in a Flat World teaches you that new approach. Drawing on hard-won lessons from today's most successful global managers, this book covers both high-level concepts and hands-on techniques. You'll find best practices for everything from building trust to choosing the right times to travel...even maintaining a healthy work/life balance when you're leading a team that's operating 24/7! Book jacket.


Reviews 1

Publisher's Weekly Review

Bloch, a leadership coach, and Whiteley, a writer and columnist for the Times of London, explore the challenges of managing diverse teams that span continents. Through interviews and questionnaires, the authors extract insights from successful managers and distill their experiences into strategies and key learning points. With case studies from multinational corporations such as Coca-Cola, Shell and United Biscuits, the book is divided into two sections, focusing on the team and the individual. The team section covers direction, communicating in a virtual world, culture, leadership skills and creating a good team. The individual portion addresses EQ, intelligence and work/life balance. Each chapter lists key points and a section that helps the reader navigate and extract relevant themes. Especially useful are their 10 strategies--which address teamwork, building trust, respecting cultural differences--which provide a good foundation and frame of reference for professionals to develop their management strategies in a changing business world. Timely and succinct, this much-needed book will improve the management skills of those overseeing staff in multiple locations domestically and around the world. (Nov.) (c) Copyright PWxyz, LLC. All rights reserved


Table of Contents

Forewordp. xi
Acknowledgmentsp. xiii
About the Authorsp. xv
Prefacep. xvii
Introductionp. xix
Part I The Team
1 "Flat" Teams Need Directionp. 3
Key Pointsp. 3
Followershipp. 4
Getting into Focusp. 5
Leading out of the Darkness of Ambiguityp. 6
Behind the Scenes: Teams in Synch with the Businessp. 9
Unity of Focus in Complex Teamsp. 11
Case Study: Coca-Cola: RIP the Department Silop. 14
Clustersp. 15
Case Study: Shell Retail: Huge Workforce in a Dispersed Operationp. 17
Do We All Have to "Bond"?p. 20
Case Study: United Biscuitsp. 22
If We Don't Know Where We Are Going, We Will Probably End Up Somewhere Elsep. 25
Your Own Human Internetp. 26
Learning Points: High Performance with a Globally Dispersed Teamp. 27
2 The Medium and the Messagep. 29
Key Pointsp. 29
What Do We Get from "Being There"?p. 31
Video-Conferences: An Irritationp. 33
Why Are We Here?p. 35
Face-to-Face Can Be Powerful but Must Be Used Wellp. 36
All Businesses Are People Businessesp. 38
A Level Playing Field in the Same Roomp. 39
An International Team Can Really Firep. 41
Benefits to Being the Virtual Strangerp. 42
Will Face-to-Face Become a Luxury?p. 44
Are There Hidden Advantages to the Virtual Connection?p. 47
Native or Nonnative English? Some Notes on Languagep. 49
Onward with Travelp. 51
Learning Points: How to Get the Meeting Structure Rightp. 51
3 Does Culture Still Matter?p. 53
Key Pointsp. 53
Is There a Generation Y?p. 57
Is It Really Culture?p. 59
In Which Ways Do We Differ?p. 60
In Which Ways Are We All the Same?p. 61
Individual Case Study: Monika Altmaier, Project Leader Internationalization, Siemens Business Servicesp. 63
Group Case Study: European Top Teamp. 66
Defying the Stereotypes: WL Gore & Associates in Chinap. 67
Culture Clash Based on Professionp. 70
Learning Points: Tips to Avoid Stereotypingp. 72
4 Engage Leadership Skills: Command and Control Doesn't Workp. 73
Key Pointsp. 73
Can Empowerment and Control Live Together?p. 74
Can You Learn, Unlearn, and Relearn?p. 78
How Do You Set Limits?p. 79
Managing the Bosses: Where Does Followership Fit in?p. 81
Quality of Relationships, Not Formulaep. 82
Learning Points: How to Improve Leadership Skillsp. 83
5 Teams Are Not Self-Assemblyp. 85
Key Pointsp. 85
What Are Those Special Ingredients?p. 86
Search Agentp. 87
Looking for the Global Mindsetp. 87
How Important Is Fluent English?p. 90
The Hunt for Talent: Recruiting via Networksp. 91
Building the Right Culture Will Attract the People You Wantp. 94
Learning Points: Guiding Principles for International Recruitmentp. 96
Part II The Individual
6 EQ Is Not Enough: Intelligence Mattersp. 99
Key Pointsp. 99
LVMH: Understanding the Marketp. 102
Alstom: Building Long-Term Connectionsp. 104
It Is Not Always Enough to Be a Virtual Leaderp. 105
Understanding the World: Changes That Creep Up on Usp. 106
Wake Up: The Paradigm Has Already Shiftedp. 108
How Do We Make Learning Continuous?p. 111
Learning Points: How to Combine Strategic and Conceptual Thinking for Effective Leadershipp. 113
7 Keeping a Life: Questions of Balance in the Flat Worldp. 115
Key Pointsp. 115
Meeting Face-to-Face Sends a Positive Messagep. 117
Do We Have to Leave the Real Me at the Door?p. 118
Do We Have to Have the Maximum Everything?p. 123
Is Multitasking Really Possible?p. 124
"You Get Work-Life Balance Complaints When You're Losing"p. 126
Learning Points: How to Improve Work-Life Balancep. 127
8 Ten Strategies for Managing in a Flat Worldp. 129
1 Leadership Style Needs to Become Empowering and Inspirationalp. 131
2 A Flat World Means Flat Structuresp. 132
3 Recruitment of the Right People Makes All the Differencep. 132
4 Always Show the Wayp. 133
5 Communicate Often and Learn to Communicate Wellp. 133
6 Teams Don't Just Happenp. 134
7 Build Trust: It Is the Foundation of Strong Teamsp. 135
8 Respect Cultural Differencesp. 135
9 Work-Life Balance is the Blessing and the Curse of the Flat Worldp. 136
10 Become Part of the Human Internetp. 137
Implications for Boards, Managers, and Ordinary Peoplep. 137
Managers Should Be Cut from a Different Clothp. 139
Changing the Leadership Modelp. 139
Ways of Being and Doingp. 140
Lessons from the Moviesp. 141
Lumps and Bumps in the Flat World: What Would Make You Fail?p. 142
Using Both Sides of the Brain: Transforming Leadershipp. 143
Conclusion: How to Be a Stand-Out Manager in a Flat Worldp. 145
The Three Cs of Success in the Flat Worldp. 146
A New Language for the Flat Worldp. 147
Notesp. 150
Indexp. 151