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020 _a9781501710049
_qPDF
024 7 _a10.7591/9781501710049
_2doi
035 _a(DE-B1597)9781501710049
035 _a(DE-B1597)496636
035 _a(OCoLC)1023824135
040 _aDE-B1597
_beng
_cDE-B1597
_erda
050 4 _aHD58.8
_b.B334 2018
072 7 _aBUS071000
_2bisacsh
082 0 4 _a658.4/092
_223
084 _aonline - DeGruyter
100 1 _aBacharach, Samuel B.
_eautore
245 1 0 _aTransforming the Clunky Organization :
_bPragmatic Leadership Skills for Breaking Inertia /
_cSamuel B. Bacharach.
264 1 _aIthaca, NY :
_bCornell University Press,
_c[2018]
264 4 _c©2018
300 _a1 online resource (210 p.) :
_b11 b&w halftones
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
490 0 _aThe Pragmatic Leadership Series
505 0 0 _tFrontmatter --
_tContents --
_tPREFACE: THE PRAGMATIC LEADER AND ORGANIZATIONAL INERTIA --
_tACKNOWLEDGMENTS --
_t1. THE CHALLENGE OF INERTIA --
_tSluggish Organizations: Clunky and Myopic --
_tReaching Potential: Leading for Discovery and Delivery --
_t2. LEADING FOR ROBUST DISCOVERY --
_tExplore the Context --
_tFacilitate Ideation --
_t3. LEADING FOR FOCUSED DELIVERY --
_tCampaign for Support --
_tSustain Momentum --
_tCONCLUSION: PRAGMATIC LEADERSHIP AND THE COUCH-POTATO ORGANIZATION --
_tNOTES --
_tINDEX
506 0 _arestricted access
_uhttp://purl.org/coar/access_right/c_16ec
_fonline access with authorization
_2star
520 _aOrganizations, like people, get stuck! They get ensnared in routines and processes, and they fall back into old habits. This is the dangerous period of inertia, the period that precedes failure, when organizations show signs of sluggishness.In Transforming the Clunky Organization Samuel B. Bacharach specifies why organizations fall into patterns of inertia and details the critical pragmatic leadership skills leaders need to regain organizational momentum. From Alfred Sloan, to Lee Iacocca, to Lou Gerstner, to Indra Nooyi, to Steve Jobs, to Jeff Bezos, Bacharach argues that their pragmatic leadership skills assured that their organization did not get trapped by the doldrums of inertia. He employs case illustrations to identify clunky tendencies and inertia within organizations across a wide range of business sectors including technology, finance, banking, home entertainment, and retail. Illustrations are drawn from organizations such as Amazon, Apple, Borders, Merrill Lynch, Nintendo, Starbucks, and Unilever, among many others.Bacharach argues that in order to achieve their potential, organizations need to be perpetually involved in two activities. The first is discovery—organizational leaders need to continuously explore new opportunities and transfer new insights into new products, processes, and directions. The second is delivery—organizational leaders need to be able to mobilize support for ideas, sustain and drive these ideas forward, and achieve results. Successful discovery and delivery allows organizations to truly thrive and continuously meet their potential.Expanding on The Agenda Mover, the first book in the BLG Pragmatic Leadership Series, this book offers a roadmap for individual leaders at all levels to create the agility and synergy needed for the continuous organized flow of information and the movement of ideas. Clunky organizations need leaders that are explorers and innovators in the discovery phase and mobilizers and sustainers to deliver solutions. Transforming the Clunky Organization provides the keys for necessary behaviors that allow leaders to successfully break inertia and foster agility.This book will appeal to leaders at all levels within organizations, change-management consultants, and business-school professors.
538 _aMode of access: Internet via World Wide Web.
546 _aIn English.
588 0 _aDescription based on online resource; title from PDF title page (publisher's Web site, viewed 26. Apr 2024)
650 0 _aExecutive ability.
650 0 _aLeadership.
650 0 _aOrganizational behavior.
650 0 _aOrganizational change.
650 0 _aOrganizational effectiveness.
650 4 _aBusiness (General).
650 4 _aSociology & Social Science.
650 7 _aBUSINESS & ECONOMICS / Leadership.
_2bisacsh
653 _amanagement styles, office politics, Tim Cook, Elon Musk, modernizing.
850 _aIT-RoAPU
856 4 0 _uhttps://doi.org/10.7591/9781501710049
856 4 0 _uhttps://www.degruyter.com/isbn/9781501710049
856 4 2 _3Cover
_uhttps://www.degruyter.com/document/cover/isbn/9781501710049/original
942 _cEB
999 _c221530
_d221530