By Fons Trompenaars
With a consumer checklist that comes with Motorola, Daewoo, AT&T, and Volvo, Fons Trompenaars and Charles Hampden-Turner are thought of today’s such a lot a professional, leading edge administration experts. In 21 Leaders for the twenty first Century, they faucet into the knowledge of high-performing leaders from round the globe—from Michael Dell to Richard Branson—who candidly talk about their very own perspectives and studies in studying and fixing enterprise dilemmas. greater than only a prescriptive record of management abilities, this beneficial consultant makes use of case reviews, examples, charts, tables, and graphs to teach today’s enterprise leaders the right way to: Understand—and act upon—the 7 significant dilemmas of management determine significant company dilemmas within the transnational neighborhood enforce recommendations for maintaining rising entrepreneurship
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Extra resources for 21 Leaders for the 21st Century
Answer (c) is a reconciliation where we start with communitarianism, and answer (d) represents reconciliation that starts with individualism. We found that leaders who chose the latter two options were significantly more effective than were those who chose the other three alternatives. Dimension 3. qxd 10/23/01 8:59 AM Page 38 38 2 1 L E A D E R S F O R T H E 2 1 s t C E N T U R Y emphasize relations, patterns, configurations, connectedness, synthesis, and “soft” processes. These contrasting styles have been identified with the left and right brain hemispheres.
Richard Branson in Chapter 3, specializing, as Virgin does, in service organizations, looks first to the communities of his employees who serve the communities of customers; by taking back his company into private hands, he is able to moderate the demands of shareholders (himself) and take his gains in terms of growth, not dividends. A very similar strategy is pursued by Val Gooding of BUPA, Britain’s premier private health insurer and provider (Chapter 8). Without shareholders, she is able to invest in staff, customer service, and rapid growth.
Qxd 10/23/01 8:59 AM Page 28 28 2 1 L E A D E R S F O R T H E 2 1 s t C E N T U R Y by what they had promised. The telephone crackled with threats, but Kiriyenko stuck to his guns. Renegotiation was possible after a stated interval, but in the meantime the rules applied to everyone. The Russian economy was getting its first taste of particular requirements encompassed within universal rules of contracts. Measuring Intercultural Competence, Reconciling the Universal with the Particular: How We Did It and What We Found We now turn to the measurement and strategic use of transcultural competence and the results achieved thus far.
21 Leaders for the 21st Century by Fons Trompenaars