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Title
Inspiring Leadership
Staying Afloat in Turbulent Times
Team Leadership
A Guide to Success with Team Management Systems
Managing Teams
A Strategy for Success
Strategic Project Management
Creating Organizational Breakthroughs
Be Your Own Strategy Consultant
Demystifying Strategic Thinking
Managing Change Successfully
Using Theory and Experience to Implement Change
The Change Management Toolkit
Author
ISBN
Price
Cranwell-Ward
1-86152-982-1
£19.99 £14.99
Margerison
1-86152-863-9
£14.99
Hayes
1-86152-782-9
£16.99
Grundy
1-86152-979-1
£19.99
Grundy
1-86152-980-5
£19.99
Williams
Carnall
1-86152-981-3
1-86152-961-9
£15.99
£14.99
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ISBN - 0418637709
SM/MJ/B/03/02
L P 1 2 3 4
Inspiring Leadership
Staying Afloat in Turbulent Times
Jane Cranwell-Ward, Henley Management College
Andrea Bacon, Inspiring Performance
Rosie Mackie, Inspiring Performance
‘…successfully moves the concept of enhancing performance from
round-the-world yacht racing into the business world’
Sir Chay Blyth, CBE BEM
‘This is a powerful book with simple and transparent lessons.’
From the Foreword by Richard Olver, Managing Director, BP
Do you need to know:
• how emotional intelligence impacts on
effective leadership?
• what attributes and skills ensure success as a
business leader today?
• when different leadership and management
styles are needed to maximise team potential?
• why performance and profitability can be
adversely affected by stress, conflict,
communications and an imbalance between
life and work?
To answer the how, what, when and why questions of
effective leadership, the authors of this groundbreaking
book looked to the world of competitive sport. The BT
Global Challenge 2000/1 Round the World Yacht Race
provided a unique case study and an excellent parallel
with today’s business environment. The race was highly
competitive, the environment hostile, at times dangerous,
and conditions were uncertain. Faced with these
pressures, and racing identical yachts, the winners were
the skippers who led their teams most effectively to
achieve and sustain high performance.
The authors of this groundbreaking book were given
unrivalled ‘behind the scenes’ access to The BT Global
Challenge 2000/1 Round the World Yacht Race race and
conducted over 500 interviews with the crew and skippers
from each of the 12 teams before, throughout and after
the race.The authors identify the key attributes and skills
which make effective leaders stand out from the crowd
and demonstrate how emotional intelligence can be
developed to impact on performance.
Combining these new findings with existing theories
of management and leadership, emotional intelligence,
motivation and team dynamics this book provides
managers and MBA students with an in-depth
understanding of what makes a high performing leader
and demonstrates how to sustain competitive advantage
in business.
This unique case study:
• Considers research into personal and management
competencies, emotional intelligence, motivation
and team dynamics
• Provides readers with a greater understanding of
the characteristics of high performing leaders and
teams and the impact of leadership style on team
performance
• Demonstrates how to inspire others, sustain high
performance and competitive advantage and keep
a healthy work-life balance
• Provides advice on operating in a hostile
environment, performing under pressure and
managing conflict and difficult situations
Contents
Foreword Introduction / How to Read this Book PART 1 - BACKGROUND
1. BT Global Challenge as a Case Study 2. The Business Environment
of Today 3. Leadership in Turbulent Times PART 2 - RESEARCH
FINDINGS 4. What was the Challenge? 5. What Made the Difference?
PART 3 - KEY BUSINESS ISSUES 6. Motivation - Staying Ahead of the
Competition 7. Stress Management as an Enabler of High Performance
8. Work/Life Balance - The War for Time 9. Managing and Inspiring
Team Communications 10. Effective Conflict Management 11. Creating
a Knowledge Sharing Culture 12.Valuing Difference PART 4 - A GREAT
PLACE TO BE 13. Creating a Culture PART 5 - SUMMARY 14. Inspiring
Leadership - Staying Afloat in Turbulent Times APPENDICES: 1.
Performance Table 2. Crew Listings 3. Challenge Yacht Specifications
Glossary of Nautical Terms and Expressions Index
2002 • Paperback with colour plates • 480pp
1-86152-982-1 • £19.99
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Team Leadership
Managing Teams
A Guide to Success with Team
Management Systems
A Strategy for Success
Strategic Project
Management
Nicky Hayes, University of Bradford
Creating Organizational Breakthroughs
Charles J. Margerison, Team Management Systems
Charles Margerison first developed his renowned Team
Management Wheel, with Dr Dick McCann, over 10 years ago.
Since then, it has been successfully used as a practical tool by
major commercial and government organizations in more than
forty countries. Packed with case examples and applications, this
new book applies the lessons learned from these organizations
to provide team leaders, training managers and consultants
with a practical guide to team leadership based on the principles
of the Team Management Wheel. The author uses his
background in business and consulting to bring together the
key issues in a concise and readable volume based around the
nine key team leadership skills of advising, innovating,
promoting, developing, organizing, producing, inspecting,
maintaining and linking. The hands-on approach enables
managers to assess their own leadership and problem-solving
skills, enhance team development, build linking and co-ordination
skills across their teams and improve both their individual and
team performance.
• Based on a tried and tested team management system,
which has produced real results in well-known organizations
• Built around nine key leadership competencies
• Emphasises ‘linking’ skills as the basis of effective leadership
• Teaches the language of teamwork to facilitate crossfunctional team effectiveness
This accessible text explores our knowledge about how teams
work, how and why they become effective and how they
influence an organization. By looking at practical examples,
organizational experience and the psychological mechanisms
underlying teams and team management, Nicky Hayes describes
how managers and would-be managers at all levels can improve
teamworking within their organization. In addition to managers
and HR professionals, students of management and occupational
psychology at undergraduate and MBA level will benefit from the
clear and concise coverage of this important topic.
• Explores the psychology underlying good team management
practice
• Provides practical management recommendations
• Examines the relationship between teams and their leaders
and methods of evaluating team performance
• Demonstrates how teams can generate innovation and
organizational change
Contents
1. Why Use Teams? 2. The Team and the Group 3. Building a Team 4. The Team
and its Leader 5. Evaluating Team Performance 6. The Team in its Organization 7.
Implementing Teamworking 8. Summary and Conclusions References Index
2002 • Paperback • 240pp • 1-86152-782-9 • £16.99
Thomson Learning
Contents
1. Nine Key Team Leadership Skills - Focus Points for Action 2. Team Applications
- Practical Ways and Means 3. Advising Work - How to get the Relevant Information
4. Innovating Work - Creating Ideas and Experimenting 5. Promoting Work Selling the Message 6. Developing Work - Ways to Test and Plan 7. Organizing
Work - Arranging Who Does What 8. Producing Work - Ways of Delivering Results
9. Inspecting Work - How to get the Details Right 10. Maintaining Work - Ensuring
Quality Support and Service 11. Leadership Linking - Focusing on the Priorities
12. Team Linking - Integrating and Coordinating Team Efforts 13. Personal Team
Work Preferences - A Road Map for Success 14. Do You Need Team Balance? Assessing the Team Strengths 15. The Language of Teams - Enabling the Team
to Work Together 16. Research Findings -The Research Facts and Figures Appendix
- Team Management Systems Instruments The Team Management Questionnaire
A Team Management Profile Example An A to Z of Team Management Systems
References Index
Tony Grundy, Director of Cambridge Corporate
Development and Senior Lecturer in Strategy
at Cranfield University
Laura Brown, Co-Director of Cambridge Corporate
Development
Strategic Project Management is about managing business
strategy in the most effective way so that it delivers organizational
breakthroughs. This refreshing book sees the authors bring
techniques from the world of business strategy and apply them
to the traditional area of project management. The authors
explain the process of managing complex projects by combining
business analysis and project management techniques in order
for an organization to implement their business strategy and
get the results they desire. Grundy and Brown argue that detailed
strategic thinking is best approached through strategic project
management, not just through business strategy. They show
how to accomplish the initial planning efficiently and how to
implement the strategy effectively, making this an ideal book
for middle and senior managers working on projects at the
strategic level, and also students studying project management.
• Uses case studies from real life business projects such as
BP, Prudential Insurance, Champney & Health Form
• Explains how to link strategic projects to business strategy
• Includes step-by-step guide to defining, developing and
evaluating projects
• Provides a checklist of steps to follow and milestones to
pass
• Applies theory to everyday situations in and out of work
Contents
Preface. 1 Managing Projects Strategically 2. Linking Projects with Business
Strategy 3. Strategic Project Definition 4. Developing Project Strategy and Plans
5. Strategic Project Evaluation 6. Strategic Project Mobilization, Control and Learning
7. Influencing People and Behaviour 8. Managing Strategic Projects: Checklists 9.
Everyday Strategic Project Management Appendix General References Index
2002 • Paperback • 272pp • 1-86152-979-1 • £19.99
Thomson Learning
2002 • Paperback • 224pp • 1-86152-863-9 • £14.99
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Be Your Own
Strategy
Consultant
Managing Change
Successfully
Demystifying Strategic Thinking
Using Theory and Experience to
Implement Change
Tony Grundy, Director of Cambridge Corporate Development
and Senior Lecturer in Strategy at Cranfield University
Laura Brown, Co-Director of Cambridge Corporate
Development
Allan Williams, Emertius Professor, City University Business
School; Sally Woodward, Research Fellow, City University
Business School; Paul Dobson, Senior Lecturer, City
University Business School
What is strategic thinking? What is its real value? What happens
if we don’t do it? How can it advance your career?
In a constantly changing business climate, all managers must
be able to manage change in their organisation.The most difficult
aspect of this process is implementing change because of the
implications for jobs, working relationships, rewards and working
conditions. Managing Change Successfully advocates an active
approach to learning and builds on our knowledge of how adults
learn. This practical book will help students understand how to
gain the co-operation of others in implementing change, and how
to help themselves and others cope with the stress of change.
Central to the learning process is the development of visual
representations of the mental models that influence our thinking.
This book encourages readers to review and modify their models
and assumptions in the light of interactions with fellow managers
and the practical knowledge derived from influential theories.
The answers to these questions can be found in this accessible
book which guides readers through the complex maze of
strategic thinking. This comprehensive book explains in clear
terms exactly why strategy matters and how best to translate
strategic ideas into reality, allowing managers to become strategy
consultants. Written by two experienced strategy consultants,
this easily digestible guide uses examples from contemporary
business to define strategy and show how to make it count.
This is essential reading for any manager who needs to get to
grips with strategy and strategic thinking, and will also be
especially useful reading for MBA students and those
undertaking MBA projects.
• Comprehensive guide to analysis and option generation,
including the applications and drawbacks of each strategic
technique
• Step-by-step explanation of the implementation process
• Questions and exercises showing how to use strategic tools
and test learning
• Views on the value of strategic thinking taken from interviews
with senior managers and directors
• Case studies on managing strategic change at major
companies (including Dyson, BMW, Rover and Marks and
Spencer)
• Guide to applying strategic ideas when managing projects
Contents
PART ONE - DEMYSTIFYING STRATEGIC THINKING 1. Introduction - And a Story
of Strategic Thinking. PART TWO - EVERYDAY STRATEGIC ANALYSIS 2. Demystifying
Strategic Analysis (1) - The External Environment. 3. Demystifying Strategic Analysis
(2) - Strategic Positioning. 4. Creative Options and Breakthrough Strategic Choice.
5. Demystifying Implementation. 6. Valuing Strategic Thinking (1) - The Academics.
7. Valuing Strategic Thinking (2) - The Managers. PART THREE - MANAGING
STRATEGIC CHANGE. 8. Strategic Change at Champneys Health Resort. 9. Case
Study - Creating Improved Service at Marks & Spencer. 10. Acquisitions. PART
FOUR - STRATEGY IN PRACTICE. 11. Strategic Behaviour and the Strategy Process.
12. Becoming Your Own Strategy Consultant. 13. Managing a Strategic Project.
14. Conclusion - Everyday Strategic Planning.
2002 • Paperback • 480pp • 1-86152-980-5 • £19.99
Thomson Learning
The book is divided into three sections:
• An introduction to the learning approach and tools
• 15 case histories recounted by managers involved in
implementing change in diverse settings
• Learning to use the experiences embedded in the cases
and one’s own experiences and theories in the literature,
to develop effective leadership skills in implementing change
This book is an essential aid to improving the ability to implement
change successfully. It is especially suitable for managers
attending executive development, MBA and other postgraduate
programmes that include managing change.
• Focuses on the behavioural aspects of implementing change
• Incorporates an active learning approach by encouraging
reflection, making explicit key beliefs influencing our thinking,
and the testing out of these beliefs against fellow learners
and a sample of theories from the literature
• Includes specially-researched case histories and identifies
the competencies that are critical in implementing change
The Change
Management
Toolkit
Colin Carnall, Director of Henley Executive Development
and Professor of Management Studies at Henley
Management College
In the rapidly changing global business environment, businesses
need to constantly adapt and re-shape their ideas in order to
compete and survive. This practical book provides students and
managers with all the tools needed to implement and manage
these changes. Fully up-to-date with the latest management
thinking, the book covers corporate culture, organizational
learning, virtual organizations, balanced scorecards and change
architecture. It explains how to choose a successful technique
for change, provides the tools to implement that change, and
demonstrates how to monitor performance and sustain success.
This book will prove essential for students taking courses in
Change Management at undergraduate and MBA level and also
for all managers and consultants handling change in an
organizational setting.
• Practical case studies from major international organizations
such as Ford, Glaxo Smith Kline, Lufthansa, The National
Trust and the BBC
• Exercises to reinforce learning at the end of each section
• Checklists, questionnaires and all the practical tools needed
to analyse situations, diagnose problems and formulate
solutions
Contents
THE VALUE ADDING COMPANY 1. The New Competitive Rules Corporate Review
Profile Tool Process Re-design Tool Case Study 1: Ford THE CHANGE FRAMEWORK
2. Change Architecture Change Architecture Tool Change Risk Tool Implementation
Exercise Tool 3. Change Risk Case Study 2: Novotel PERFORMANCE
INFRASTRUCTURE 4. Performance Management Performance Management Tool
5. Balanced Scorecards Balanced Scorecards Case Study 3: Lufthansa ENABLING
INFRASTRUCTURE 6. Corporate Culture Corporate Culture Exercise 7. The Learning
Organisation Learning Index 8. Management Alignment and Support The Change
Space Tool 9. Leadership and Change The Organisation Life Cycle Tool Case Study
4: The BBC CHANGE SOLUTIONS 10. Strategies for Change The Implementation
Index Case Study 5: The National Trust Case Study 6: SmithKlineBeecham
2002 • Paperback • 128pp • 1-86152-961-9 • £14.99
Thomson Learning
Contents
Preface PART 1: INTRODUCTION 1. Introduction: Origins, Aims and Approach 2.
Learning, Mental Models and Case Studies PART 2: CASES 3. Fundamental
Organisational Change 4. Developing a Marketing Orientation 5. Downsizing and
Outsourcing 6. Reorganising Support Services 7. Merging Organisations 8.
Integrating IT into the Business 9. Unplanned Change in a Market Research Agency
PART 3: CONCEPTUALISING EXPERIENCES OF SELF AND OTHERS 10. A Model for
Implementing Change 11. Critical Management Competencies 12. Insights Through
Theory: Generic Change Models 13. Insights Through Theory: Gaining Co-Operation
14. Insights Through Theory: Managing Stress 15. Concluding Comments:
Developing Effective Leadership In the Implementation of Change.
lead
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2002 • Paperback • 320pp • 1-86152-981-3 • £15.99
Thomson Learning
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