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Business/Investing Peter Scholtes - The Leader's Handbook: Making Things Happen Getting Things Done

Posted on 2010-03-16




Name:Business/Investing Peter Scholtes - The Leader's Handbook: Making Things Happen Getting Things Done
ASIN/ISBN:0071386882
Language:English
File size:5.68 Mb
Publish Date: 2002
ISBN: 0071386882
Pages: 433
File Type: PDF
File Size: 5.68 MB
Other Info: McGraw-Hill Companies
   Business/Investing Peter Scholtes - The Leader's Handbook: Making Things Happen Getting Things Done

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Peter Scholtes - The Leader's Handbook: Making Things Happen Getting Things Done

& 8220;Peter Scholtes is an educator, not a guru. A guru is one who develops

a doctrine and seeks disciples who accept and transmit it without

modification. No deviation is acceptable. Any modification is a

sign of disloyalty, in fact, heresy. Its consequence is excommunication.

Educators, on the other hand, encourage and even try to inspire

progressive deviations from what they have said. Their objective is

not to remove the need for further learning, as is the guru’s, but to initiate

it—to provide a springboard from which their students can dive

into their own minds, discover what is there, and develop it.

The number of management gurus is increasing at an alarming

rate. We do not yet have one guru per manager but we are rapidly approaching

that number. The ultimate success of a guru is to produce

the fad of the week, becoming number one on the managerial hit parade.

Successful or not, gurus preach panaceas the validity of which

they pretend to have received directly from the Great Manager in the

Sky, who actually resides in the mind of the gurus.

What educators teach comes from experience, their own and that of

others, not from revelation. This book is a distillation and condensation

of years of rich experience of one who has the gift of learning from it. Unlike

most books that deal with management, this one is relevant to managers

at every level, from bottom to top, top to bottom, and sideways. It

deals with the interactions of managers at different and the same levels

and their interactions with others. It takes a systemic view of management

and focuses on interactions, not actions. It deals with almost every

aspect of management at every level of an organization. As a result, the

book is firm and very tightly packed. Therefore, a complete reading

should not be attempted at one sitting. Time to absorb and reflect on the

material presented is essential.& 8221;

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