Leadership : Sad Facts and Silver Linings (HBR Classic)  

Oleh:

Peters, Thomas J.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 79 no. 12 (2001), page 121-130.
Topik: Leadership; decision making; HBR classics; leadership; values; vision

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.17 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Senior managers are used to hearing advice about how they can combat sloppiness and introduce rationality or neatness into their decision making. In this article, first published in 1979, Thomas Peters argues that "sloppiness" is overwhelmingly normal, probably inevitable, and usually sensible. For example, in the course of a typical day, senior executives face endless interruptions and limited options for action. Those in charge may not even hear about choices, or any bad news that might require action, until it's almost too late. Furthermore, any decision that is made will probably require months or years to implement fully. Peters suggests that these "sad facts" of managerial life can be turned into opportunities to communicate values and to persuade. The fragmented nature of the executive's workday can also create a succession of opportunities to tackle bits of the issue stream. The fragmentation is precisely what permits a manager to fine - tune, test, and retest the strategic signals being sent to the company. Peters suggests that the leader's task is not to impose an abstract order on an inherently disorderly process. Instead, the leader must become adept at controlling the process by nudging it in the desired direction.

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