Jean-Louis Barsoux Knihy

The book reveals how managerial behaviors can inadvertently lead to a "Set-Up-to-Fail Syndrome," where employees, especially those perceived as weaker, struggle due to micromanagement and lack of support. Drawing on a decade of research, the authors illustrate how even well-meaning leaders can stifle potential, impacting morale and productivity. Through interviews and case studies, they provide insights on recognizing and interrupting this harmful cycle, offering strategies to foster a more empowering environment for all employees, thus enhancing overall organizational performance.

Shows managers how to recognise The set-up-to-fail syndrome (SUTFS) relationships, and how to reverse them before it's too late. This book also shows how managers can stay balanced and prevent this dysfunctional set-up-to- fail dynamic from the start, triggering positive performance spirals with their employees.

"How do people come up with truly original ideas? For the past decade, the authors of this book have studied individuals who have made leaps of creativity-inventors, scientists, doctors, entrepreneurs and artists-and concluded that there are five patterns of thinking that distinguish them from the rest of us. These five patterns-Attention, Levitation, Imagination, Experimentation and Navigation-lead to a fresh and flexible approach to problem-solving. Alien thinkers know how to free the imagination so it can detect hard-to-observe patterns. They practice deliberate ways to retreat from the world in order to see the big picture underlying a problem. And, they have learned how to change their prototype ideas in systematic ways to reflect feedback and the constraints of reality. Through surprising and compelling stories, the authors show how readers can adopt their five patterns of thinking and use it to develop world-changing ideas. From the WHO's first major breakthrough in treating the Ebola virus, to the balloonist Betrand Piccard's first circumnavigation of the Earth without using fuel, and a British inventor's device that creates electrical power from human footsteps, ALIEN Thinking can help any of us find innovative solutions to the most difficult problems"--Publisher's description

This text examines the opportunities, threats, challenges and possibilities inherent in managing across cultures. International responsibilities and contacts are increasingly widespread through companies, without even the need for international travel. The need to appreciate and be able to manage cultural differences, both in the home, office and abroad, is becoming more and more a part of everyones job. Each culture has its own particular blindspots and insights and knowledge of these can be leveraged for enhanced personal and organizational effectiveness. The book pulls together and integrates literature in crosscultural management, both academic and anecdotal, in a way that is useful to both MBA students and managers.

Exploring the intricacies of management within the modern French business landscape, this book delves into the formal work relations and rituals that characterize corporate life. It examines the roles of senior executives while providing insights into the distinct corporate cultures of four prominent companies, including Michelin. Through this analysis, readers gain a deeper understanding of the unique dynamics and practices that shape business operations in France today.

The main aim of this book is to provide an analysis of the nature of management in France, placing it in the social and cultural context of the country and looking at the position of French managers along with their education and career development. The formal nature of work relations and the rituals of French business life are examined and the authors look at perceptions of the changes that 1992 may bring. The corporate culture of four leading companies are looked at and throughout the book, recent research and interviews are used to provide practical insights into French management, comparing with management styles in other countries such as the UK.