Making Mobility Matter  

Oleh:

Nalbantian, Haig R. ; Guzzo, Richard A.

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. 87 no. 3 (Mar. 2009), page 76.
Topik: Mobility; Management; Leadership

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.38 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Rotate up-and-comers through various functions, business units, and locations, conventional wisdom suggests, and you’ll give them a chance to round out their skills and prepare for general management. However, mobility as a leadership development strategy can go wrong in many ways. It can disrupt operations and undermine accountability, demoralize managers who don’t get to change roles, and cost a lot to implement. Perhaps worst of all, it can become an end in itself, causing other strategic and operational aims to get lost in the shuffle.

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