Getting Things Done When You Are Not in Charge by Geoffrey M Bellman: Used

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Características del artículo

Estado
En buen estado: Libro que se ha leído pero que está en buen estado. Daños mínimos en la tapa, ...
Publication Date
2001-08-27
Edition Number
2
Pages
176
ISBN
9781576751725

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Product Identifiers

Publisher
Berrett-Koehler Publishers, Incorporated
ISBN-10
1576751724
ISBN-13
9781576751725
eBay Product ID (ePID)
1900974

Product Key Features

Edition
2
Book Title
Getting Things Done When You Are Not in Charge
Number of Pages
176 Pages
Language
English
Publication Year
2001
Topic
Leadership, Management
Illustrator
Yes
Genre
Business & Economics
Author
Geoffrey M. Bellman
Format
Book, Other

Dimensions

Item Height
0.5 in
Item Weight
9.7 Oz
Item Length
9.2 in
Item Width
6.1 in

Additional Product Features

Intended Audience
Trade
LCCN
2001-025441
Dewey Decimal
658.409
Edition Description
Revised edition,New Edition
Table Of Content
Preface What This New Edition Is About / Why I Wrote This Book / Who Is This Book For / How To Read This Book / Acknowledgments Introduction: You Are Not In Charge The Illusion: Someone Is In Charge / The Life Game Chapter 1: A Model For Getting Things Done An Exercise: Drawing Your Life / What To Read Next Chapter 2: "Why Is That Important?" An Exercise: What Is Important Chapter 3: Pursuing Your Aspirations Know What You Want / Know Why You Want What You Want / Wants Are Linked to Life Purpose / Figure Out What You Want Before Talking About It / Each Day Remind Yourself of What Is Important / Alignment of Wants Builds Power / Lead Your Own Life / Immediate Fulfillment Requires Immediate Action / Distant Fulfillment Requires Persistence / Know How You Want To Work With Others Chapter 4: Discovering Dreams Wants Always Exist / Express The Dream / Discover What They Want That You Want / Build Commitment To Wants / Reinvent The Wheel / Help Them Know That You Know / Collaboration and Negotiation: Your Best Options / Competition and Avoidance: Not Your Best Options Chapter 5: What Is Really Happening? Five Steps To Discovering Reality / An Exercise: Organizational Reality / Love of the Bumps Chapter 6: Build Common Understanding Help Others Find and Face the Truth / The Organizational Village / Building Understanding In Organizations Chapter 7: Face The Politics Politics Are Real and Inescapable / My Kind of Politics / Your Mix of Politics and Values / Building a Positive Political Climate / Working Through Negative Political Situations Chapter 8: Seek The Priorities Follow the Money / Trace the Time / Find Your Power / An Exercise: Building Formal Power Chapter 9: Who Makes A Difference? An Exercise: Successful Work Relationships / Help Those Whom You Would Have Help You / Respect the Past / Deal Openly / Create Your Relationship Web Chapter 10: Enlist Able Partners The Parts In Partnership / Anticipating Success / Contracts and Contracting / Your Unique Value-Added Contribution / Partnership Begins With You / Build a Pattern of Accomplishments / Pass the Word on Your Success / Expect Less Appreciation / Accept Others'' Lack of Knowledge / Ask About What They Care About / Risk Seeing It Their Way / Say Yes . . . And Say No / Long-Term Partnerships / Summary Chapter 11: Controlling Work Dynamics A Model For Working With You / Our Need To Control Chapter 12: Dealing With Decision Makers Show and Earn Respect / An Exercise: Building Respect / They Don''t Understand Your Work / Understand Their Purpose and Viewpoint / Do Not Wait: Initiate! / Link Your Work To Key Systems / Seek Reviews of Your Work / Find Ways To Offer Feedback / Summary Chapter 13: How Might You Help? An Exercise: Self Discovery / I vs. They / Out There vs. In Here / Learning The Truth About Yourself / Knowledge of Your Self Chapter 14: Find The Courage to Risk The Risks of Stepping Forward / Putting Fears In Perspective / Three Exercises: Building Your Courage / Summary Chapter 15: Making Your Work Rewarding Reaction and Reward / The Rewards of Membership / Making Your Work Rewarding / Praise Fixation Breeds Dependence / An Exercise: Rewards From Your Work Chapter 16: Create Change Stability Meets Instability / The Need For Change Must Be Compelling / Leading Change Is Demanding / Change Is Rooted In Respect / Help Others Hear Your Ideas / Resistance Reveals Power / Perseverance Required / Ideas Must Find Their Time / The Dangers of Rapid Change / Change In Changing Organizations / Succeed On Their Terms As Well As Your Own / Expect The Change To Allow You To Be Yourself Chapter 17: Actions That Get Things Done Twenty Actions To Get Things Done / Building on and Beyond This Book Conclusion: A Life Perspective On Leading Change Resources Index About the Author
Synopsis
You are not in charge and you want to make a difference: that is the dilemma. You may not know who is in charge in today's changing, temporary, and virtual organizations, but you know you are not You are searching for ways to contribute through the work you do and gain some personal satisfaction in the process. This book can help you do just that. In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more., You are not in charge and you want to make a difference- that is the dilemma. You may not know who is in charge in today's changing, temporary, and virtual organizations, but you know you are not! You are searching for ways to contribute through the work you do and gain some personal satisfaction in the process. This book can help you do just that. In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more., Bellman shares his techniques for enlisting key people in the cause of getting work done when someone else is in control of the project.
LC Classification Number
HD57.7.B454 2001

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