The Frontline Advantage  

Oleh:

Hassan, Fred

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. 89 no. 5 (May 2011), page 106-114.
Topik: Executives; Organizational Behavior; Strategic Planning; Chief Executive Officers; Leadership; Employee Empowerment; Leadership Teams; Supervision of Employees; Sales Executives
Fulltext: The Frontline Advantage.pdf (3.08MB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.43 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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The managers most responsible for a company's success or failure happen to be the ones with whom the CEO spends the least amount of time: frontline managers, such as shop-floor supervisors, heads of R&D or sales teams, and managers in restaurant chains or call centers. That's a mistake, says Hassan, the CEO who led dramatic turnarounds at Schering-Plough and Pharmacia and who is now a senior adviser at Warburg Pincus. In this article, Hassan makes the case that systematic interactions with individual and small groups of frontline managers are important to executing a company's strategy and represent an all-important feedback loop that allows the CEO to stay abreast of the latest developments in the business. He provides guidelines for how CEOs and other senior managers should structure interactions with this vital, and often overlooked, cadre of managers.

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