21 Leaders for the 21st Century by Fons Trompenaars

By Fons Trompenaars

With a consumer checklist that incorporates Motorola, Daewoo, AT&T, and Volvo, Fons Trompenaars and Charles Hampden-Turner are thought of today’s so much an expert, cutting edge administration experts. In 21 Leaders for the twenty first Century, they faucet into the knowledge of high-performing leaders from round the globe—from Michael Dell to Richard Branson—who candidly talk about their very own perspectives and stories in interpreting and fixing company dilemmas. greater than only a prescriptive checklist of management abilities, this valuable advisor makes use of case reports, examples, charts, tables, and graphs to teach today’s enterprise leaders how one can: Understand—and act upon—the 7 significant dilemmas of management determine significant enterprise dilemmas within the transnational neighborhood enforce techniques for maintaining rising entrepreneurship

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Keep it to yourself initially in order to find a more suitable moment to express yourself openly and in detail. e. Express it immediately. A good working relationship depends on open, honest communication. qxd 10/23/01 9:00 AM Page 52 52 2 1 L E A D E R S F O R T H E 2 1 s t C E N T U R Y Dimension 5. , Age, Family, Education (Ascription) The Sophisticated Stereotype Here the contrast is between being esteemed for what you do and being esteemed for what you are. Status can be conferred almost exclusively on the basis of one’s achievements.

They ascribe high status to those entrusted with “catching up with the West,” who are given prestigious posts in key projects. The idea is that these persons will achieve as a consequence of the trust placed in them. Achievement orientations assume that what is being tried is worth achieving, but this is not always true. Rising to the top of a criminal conspiracy engaged in racketeering is a doubtful achievement.

Qxd 10/23/01 8:59 AM Page 43 Transcultural Competence: Learning to Lead, Part I 43 The Best Work Environment—Part Two Specific orientation 10 specific, rejecting diffuse (b) reconciling by commencing from a specific orientation but accommodating the diffuse (e) diffuse rejecting specific (a) 0 Diffuse orientation 10 In the two preceding diagrams we see that the most effective work environments, (c) and (e), are those in which specific and diffuse sources of knowledge are combined—in either order.

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