Managing interactively : executing business strategy, improving communication, and creating a knowledge-sharing culture
Author(s)
Bibliographic Information
Managing interactively : executing business strategy, improving communication, and creating a knowledge-sharing culture
McGraw-Hill, c2001
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Note
Includes bibliographical references (p. [309]-312) and index
Description and Table of Contents
Description
How technology is changing the practice of management It's a challenge to manage in a networked world. Getting "buy-in" is no longer enough to ensure the creation and execution of superb ideas and business strategies. Managers have to connect, inform, and engage people in new was to encourage innovation and action. "Managing Interactively" gives you direct, practical advice about how to improve your collaboration quotient and use new communication methods and technologies with all business partners - including customers, employees, contractors and alliance partners. Based on interviews with 85 executives from savvy companies like General Electric, Microsoft, and IBM, "Managing Interactively" explains how to: develop the ten key competencies necessary for interactive management; leverage intellectual capital; and unleash creativity and innovation through high-powered collaboration."Finally! A book about the new requirements for communicating effectively in the New Economy. Our interactive world requires you to manage interactively and Mary Boone shows how." - Don Tapscott, co-author of "Digitral Capital: Harnessing the Power of Business Webs" and chairman of Digital 4Sight.
Praise for "Leadership and the Computer": "Mary Boone has written a terrific book. Interviews with CEOs give it its special edge." - Tom Peters. "Each profile is a valuable example of how to advance a management plan of vision." - "The New York Times".
Table of Contents
Part I: Connect: Methods and Technologies for Breaking Down the Barriers Between People in Organizations. Chapter 1: Interactive Management: Why We Need to Connect, Inform, and Engage People. Chapter 2: Make People (and Their Knowledge) Accessible. Chapter 3: Share Power. Chapter 4: Design Physical and On-Line Working Environments to Encourage Collaboration. Chapter 5: Create Rituals and Shared Experiences. Chapter 6: Get Over Yourself. Part II: Inform: Methods and Technologies to Enhance Knowledge Sharing. Chapter 7: Make Information Available, Useful, and Enticing. Chapter 8: Use Stories to Capture and Share Knowledge. Chapter 9: Resolve Hidden Conflicts Between Your Actions and Words. Part III: Engage: Methods and Technologies to Inspire People to Create, Own, and Act on Ideas. Chapter 10: Listen to Your Whole Organization--Using Mega-Conversations, Workouts, and Other Creative Techniques. Chapter 11: Engage People Who Don't Report to You--Crossing Organizational Boundaries in Strategic Partnerships, B-Webs, and Alliances. Part IV: Practical Strategies for Smart Communication. Chapter 12: Interactive Leadership: Insights from Four Top Executives. Chapter 13: What Should You Do Tomorrow? Appendix 1: Additional Large Group Approaches. Appendix 2: Interactive Technologies: Available Tools and How to Use Them Wisely.
by "Nielsen BookData"
