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Full Description
Every organisation, whether in the public or the private sector, is geared to the
operational philosophy of purpose, policy, planning, presentation and performance
review, and is structured accordingly. The delivery process or service, by which the
whole is judged, is the defining step and this is usually in the hands of the frontline
leader, often the most externally and internally visible representative of the provider.
In larger organisations the personality of the frontline leader may not emerge, but
elsewhere, particularly in smaller organisations, the frontline leader personifies the
business and reflects its effectiveness and its image.
Thus it is essential that the selection and training of the frontline leader be handled
with care. The reputation and image, if you like the `brand', of the organisation is an
extremely valuable asset requiring a great deal of investment to create. It is this very
image and reputation which is largely determined by the competence and performance
of the frontline.
Contents
About the book
Overview
Critical point
Notes to the reader
Introduction
Part A - The Changing Scene
Chapter 1 - Emerging profile
Chapter 2 - Demands and challenges
Chapter 3 - Setting directions
Part B - Achieving Best Results
Chapter 4 - Business and performance plans
Chapter 5 - Innovation capability
Chapter 6 - Managing continuous change
Chapter 7 - Quality workplaces
Part C - Leading Winning Teams
Chapter 8 - Towards team success
Chapter 9 - Moving from compliance to commitment
Chapter 10 - Leader and coach
Part D - High Performing Leaders
Chapter 11 - Selecting and retaining talent
Chapter 12 - Developing frontline leaders
Chapter 13 - Recognition and reward
Part E - The Way Ahead
Chapter 14 - Open communication
Chapter 15 - Maintaining employability
Index
