Management Insights 2005

Beschreibung

It's all a matter of guesswork! Life as senior management sees it
Losing your job is the first step of a new start
Do your company workers go about planning their work the wrong way?
Two percent of your employees are probably borderline cases
Between loyalty and opportunism
Lack of trust obstructs business success and spoils social relationships
Is unethical behaviour normal for executives?

These are 7 of the 16 topics in which tips are given for improving effectiveness in day to day management. Executives seeking inspiration in the fields of philosophy, physiology, neurobiology, mathematics, physics - but also in jurisprudence and political science - can find new ways for solving problems in their own working environment.

Gerhard Zapke-Schauer is president of the administrative board of the Euratio Akademie in Zurich and advises high-ranking executives of global players on the topic of leadership. For 2005 he has chosen these topics from his current work with leading CEOs.
Every day I meet people in high-level executive positions. They ask me what they can learn at an academy for executives which they don't already know as a result of their many years of experience. My answer is that what you already know is exactly what you should think very carefully and critically about. Perhaps it's necessary to draw new lessons from this experience. One of the people attending a seminar at the academy replied to the question on what benefits he expected from the seminar: 'If at the end I feel I've learnt something new, then it will have been worthwhile being here. If however I come to the conclusion that, in spite of the semi nar being rather arduous, it contained nothing new to me then I would be extremely disappointed. ' Facts about leadership are normally learnt on the job: you are influenced by the example set by executives higher up in the hierarchy but you be lieve that any crucial success at work is a result of your own expert and decisive intervention in the workings of the company. The difference between causality and coincidence is clear. Sometimes you find yourself being involved in an outstanding financial success without having made any significant contribution to this success - this is coincidence. Never theless you may well see success as a just reward for your own abilities and acts.
Für Führungskräfte der ultimative Blick über den Tellerrand!
There are basic laws in management and leadership just as there are in science. Cause and effect play an important role in both worlds. However, in contrast to physics and chemistry or other scientific disciplines, it's not always easy to recognise the "rules of the game" in the world of industry and business. A certain ability to think abstractly is necessary. Nevertheless, executives seeking inspiration in the fields of philosophy, physiology, neurobiology, mathematics, physics - and in jurisprudence and political science - can find new ways for solving problems in their own working environment. This book provides an interdisciplinary approach to current management challenges and is intended as a source for inspiration and new ideas for the reader in his day to day responsibilities as an executive.

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Gerhard Zapke-Schauer

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