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Full Description
Most Australian and New Zealand organisations have transformation programs to address issues related to becoming more efficient and competitive. Additionally, some have decided that the solutions to being successful rest with their frontline leaders and managers. These progressive organisations are challenging their leaders and managers by providing the support and resources they require and then holding them accountable for their performance outcomes.Since the operational frontline is the focus for the achievement of profit, as well as for effective service and product delivery, other organisational units need to support the frontline. Written specifically for frontline operational leaders and managers, this text describes the environment and new patterns of management in which frontline leaders must work, and prepares students for success in frontline leadership through skills development and improved awareness and self confidence.
Contents
Part I - The changing scene, Ch 1 - Emerging profile, Ch 2 - Demands and challenges, Ch 3 - Setting directions, Part II - Achieving best results, Ch 4 - Business and performance plans, Ch 5 - Innovation capability, Ch 6 - Managing continuous change, Ch 7 - Quality workplaces, Part III - Leading winning teams, Ch 8 - Towards team success, Ch 9 - Moving from compliance to commitment, Ch 10 - Leader and coach, Part IV - High performing leaders, Ch 11 - Selecting and retaining talent, Ch 12 - Developing frontline leaders, Ch 13 - Recognition and reward, Part V - The way ahead, Ch 14 - Open communication, Ch 15 - Maintaining employability
