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La kakistocratie! Quel mot bizarre! Que désigne-t-il? Une maladie de peau? Un syndrome psychique? Une déformation du relief? La culture des kakis? Rien de tout cela. Ce mot est construit à partir de deux mots grecs : « kakistos », le pire et « kratos », le pouvoir. La kakistocratie, c'est donc le pouvoir des pires! La direction par les incompétents. Le règne des médiocres. Ce pourrait être le titre d'un thriller ou une sombre fiction mais, en fait, c'est une situation assez commune que vous avez peut-être rencontrée, ou que vous vivez actuellement dans votre vie professionnelle. Réfléchissez, vous êtes-vous récemment posé cette question : « Comment mon chef, mon patron, mon manager est-il arrivé à ce poste, avec ces responsabilités, en étant aussi nul? » La seconde question qui vient ensuite est : « Comment peut-il rester en poste, alors qu'il est incompétent, et que tout le monde le sait? » Sur la base d'études et recherches, l'autrice décrypte les mécanismes à l'oeuvre. Elle apporte une lecture critique, originale et décalée sur les liens de pouvoir au sein des organisations, et nous incite à pénétrer dans le monde de l'incompétence : celui des kakistocraties!

If you're thinking of cutting your midlevel managers in the new world of work, think again.'Middle manager.'The term evokes a bygone industrial era in which managers functioned like cogs in a vast bureaucratic machine. In recent decades, midlevel managers became a favorite target for the chopping block—underappreciated, often considered a superfluous layer of the organization.Not only does this outdated perspective need to change, but the future demands it. In Power to the Middle, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of managers and their roles. They explain how middle managers are uniquely positioned close to the ground but with a crucial connection to company strategy, enabling them to guide their organizations through periods of rapid and complex change, as well as to help shape the new world of work.The authors compellingly illustrate this deep shift in the workplace, showing how:Managers are the key to winning the war for talent, which requires strong people skills to attract and retain the best talent.Managers must shift from merely enforcing rules to challenging them, serving as critical stopgaps for rules that are ineffective or obsolete.Crucially, good managers must not be promoted out of their jobs. Instead, their title and compensation should reflect their high value and allow them to advance within their roles.With rich stories and cutting-edge research, Power to the Middle offers a new model for companies to radically alter the way they hire, train, and reward their midlevel managers—their most valuable asset.

Balance being a leader with being an individual contributor.Collaborator. Communicator. Creator. Coach. Conduit. The pandemic, and the resultant ever-evolving landscape of hybrid work, highlighted that we're asking more of our mid-level managers than ever. You balance leading your team with maintaining your high-level individual performance. You provide feedback and coaching, support your people through tough times, field requests large and small, and communicate in every direction. Mid-level managers are the key to managing a hybrid workforce, leading innovation, managing talent, and helping your organization—and its people—adapt to our changing world.If you read nothing else on being an effective mid-level manager, read these 10 articles by experts in the field. We've combed through hundreds of Harvard Business Review articles and selected the best ones to help you manage up and down, interpret and distill important messages, lobby for time and resources for key projects and players, and lead change—all while getting things done.This book will inspire you to:Build teams and develop talentTransform your role from intermediary to innovatorEncourage critical thinkingFoster a culture of psychological safetyLead change by leveraging internal networksUnderstand the cognitive and emotional drain of having both high and low powerForm partnerships at every level of the organizationHBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

The definitive playbook for driving impact as a middle manager Leading from the Middle: A Playbook for Managers to Influence Up, Down, and Across the Organization delivers an insightful and practical guide for the backbone of an organization: those who have a boss and are a boss and must lead from the messy middle. Accomplished author and former P&G executive Scott Mautz walks readers through the unique challenges facing these managers, and the mindset and skillset necessary for managing up and down and influencing what happens across the organization. You'll learn the winning mindset of the best middle managers, how to develop the most important skills necessary for managing from the middle, how to create your personal Middle Action Plan (MAP), and effectively influence: Up the chain of command, to your boss and those above them Down, to your direct reports and teams who report to you Laterally, to peers and teams you have no formal authority over Anyone in an organization who reports to someone and has someone reporting to them must lead from the middle. They are the most important group in an organization and have a unique opportunity to drive impact. Leading from the Middle explains how.

Are you a manager, stuck between pressure from senior leadership and the needs of your team? Do you sometimes feel that you've been robbed of your power, your influence… and your ability to actually achieve anything?! It's time to Own Your Day.This practical collection of simple tools and techniques will enable you to successfully navigate the current environment. Based on first-hand experience from hundreds of organizations, Own Your Day provides an easy-to-apply mix of real-life case studies and specific guidance on the things that matter most to managers. Balancing strategy and delivery Preparation vs planning Developing and using your influence Being your authentic self Getting the best out of yourself and others Implementing change successfully Reclaim your autonomy, step into your authority, and Own Your Day. DIANA MARSLAND is a coach, mentor, lecturer and researcher focused on organizational behaviour and the impact of digital technology in the workplace. Her varied career has included roles in organizations as diverse as Halifax plc, the Foreign & Commonwealth Office, Fidelity Investments and the NHS.JULIE NERNEY is a serial entrepreneur, transformation expert, CEO, NED, Chair, lecturer and public speaker. With experience of every stage of organizational life, from start up through to disposals and acquisitions, she is a passionate advocate for authentic, purposeful leadership.

Being a role model and outstanding as a middle manager makes you and your team successful. This book is about leading yourself and your team through change and conflicts with essential influencing skills. It is an understandable read for non-native English speakers. Don't see others run past you, step up, be the leader in the middle! Buying this book today, it's your best decision. Birgitta Sjöstrand is an outstanding leadership trainer, coach and public speaker working internationally with both large and small organisations for more than 15 years.

Macht Führungskräfte unangreifbar Er ist der Mann, dem das mittlere Management vertraut: Bestsellerautor Alexander Groth. Die komplett aktualisierte Neuauflage seines Erstlingswerkes wird ergänzt durch Links zu weiterführendem Onlinematerial. Groths Leadershipratgeber gehört zum Besten, was ambitionierte Leistungsträger lesen können. Denn gerade die Sandwichposition im Unternehmen birgt besondere Herausforderungen: Die Fähigkeit zur Führung nach unten, nach oben, auf derselben Ebene sowie die Selbstführung entscheiden über den weiteren Karriereweg.

This important book examines the role, behaviours and management practices of middle managers operating within the context of collaboration – complex inter-organizational and multi-sector settings that demand cross-boundary governance, policy and practice to tackle challenging contemporary societal problems and issues. Presenting new evidence and offering perspectives from both the public and private sectors, the author critically explores the main themes that are integral to the management challenges facing this cadre of managers. The book sets out the implications of this research for policy and practice and offers practical recommendations to policy makers and managers working in this area.

Shows leaders in the middle just how powerful they are without pretending that leading employees and reporting to bosses don't require different skills. It fills the gap between the books those leaders read and the information they actually need and answers the big questions that constantly confound leaders and their companies:Why do leaders who care about their teams still struggle to gain their boss's approval?Why do those same leaders who feel they serve their teams have so much difficulty getting teams to step it up and go beyond the basic requirements of their jobs?Why do leaders have issues getting other divisions in the organization to do more, so that their teams don't have to do more than their share?The answer: Leaders in the middle too often serve down to their people and defend up to their bosses, instead of serving up to their bosses and coaching down to their employees.This is why so many companies struggle to innovate and get stuck—leaving everyone frustrated and looking for answers. Serve Up, Coach Down changes all that. Great leaders don't feed their people fish; they coach them on how to fish for themselves and then beat the competition by catching more fish. Those people in return serve their leaders and the people those leaders report to by delivering maximum performance for the organization. Achieving that performance, however, requires leaders in the middle to focus, have confidence, and commit to changing their mindsets.

With contributions from some of the field's most influential scholars, this Handbook provides a path forward for students and researchers interested in strategy process research from a middle management perspective. This groundbreaking Handbook both reviews existing theory and explores new ground concerning key issues surrounding middle management's influence on strategy making.Split into five distinct sections, the book explicates the unit of analysis and presents foundational theories, emerging models, cutting-edge methods, and original empirical research in strategy process research. Contributors with diverse theoretical and methodological perspectives identify and address a wide range of research issues relevant to middle managers'participation in strategy making, such as social network analysis and video methodology. Standout chapters include one on complex strategic integration by Robert A. Burgelman and one on development of theory by Henry Mintzberg. This Handbook is a must-read for academics interested in strategy process research as it suggests novel research approaches for addressing relevant phenomena and provides an up-to-date review of the extant literature in the area.

The classic on the universal laws of business success, completely revised and updated for today's leadersCompletely rewritten for today's business world, What the CEO Wants You to Know, expanded and updated, written by bestselling author Ram Charan, describes the fundamentals behind every business, from street vendors in Mumbai, to Fortune 500 companies. Drawing on stories from Uber, Amazon, Apple, Toyota, Netflix, Lyft, The Limited, Walmart, GE and Starbucks, Charan, in the most accessible language imaginable, explains the ins and outs of how companies work, from gross revenue and operating costs, to inventory and cash flow, from turnover, profits and margins, to return on capital and accounts payable and receivable, from product quality to sales. A classic in the business literature, with hundreds of thousands of copies in print, this short and engaging book is like a miniature MBA course between covers.For everyone who wants to master and understand the levers that drive a successful business, What the CEO Wants You to Know is the perfect answer.

Organizational change is still an issue of high importance for organizations, yet many change initiatives fail. These failures are often attributed to a lack of consideration of existing organizational culture. This book explores ways to undertake cultural change within a shorter time span without losing sight of complexity and sustainability.

Führungskräfte des mittleren Managements haben die schwierigste Position im Unternehmen: Sie bekommen Druck von oben und unten und müssen mit ihren Kollegen gleichzeitig kooperieren und konkurrieren. Alexander Groth hat seinen bewährten Ratgeber auf den neuesten Stand gebracht und hilft mittleren Managern damit, den sich wandelnden Anforderungen stets einen Schritt voraus zu sein.

どう人を動かせばいいのか。チームリーダーとして部下を持つ３０代の悩みに変革のプロが答える。小さくはじめ成果を出す秘訣を伝授。

Les managers de proximité, que l'on taxait autrefois de'petits chefs', sont aujourd'hui au coeur de la performance de l'entreprise. Hommes et femmes de terrains, à la fois gestionnaires et encadrants, ils constituent la courroie de transmission entre la direction et les salariés. En première ligne pour faire partager les objectifs de l'organisation, mais aussi contrôler, évaluer, motiver les collaborateurs et faire accepter le changement, leur rôle est loin d'être évident car ils doivent concilier cette mission de management avec leur propre contribution à l'activité de l'entreprise. Fort de ce constat issu de son expérience au côté de managers de premier niveau, l'auteur propose une vision nouvelle du management de proximité. Il explique aux dirigeants cadres, professionnels des RH et de l'organisation, comment accompagner au mieux les managers de proximité, pour leur permettre de révéler et exercer leur leadership, tout en gagnant en autonomie et en responsabilité.

Die Untersuchung verfolgt das Ziel, die Besonderheiten und die Komplexität des Controllings in der Praxis von mittleren Beratungsunternehmen umfassend darzustellen. In diesem Zusammenhang soll eine Antwort auf die folgenden Fragen gegeben werden: Wie gestalten mittlere Beratungsunternehmen ihre Controllingsysteme in der Praxis - unterschieden nach normativer, strategischer und operativer Ebene? Inwiefern unterscheiden sich dabei Controlling-Aufgaben, Objekte und organisatorische Einbettung in mittleren Beratungen vom Controlling in anderen Branchen? Zur Beantwortung der Fragen werden qualitative Interviews mit Top-Controllern und Führungskräften ausgewählter mittlerer Beratungen geführt. Grundlage dieser Interviews bildet ein Leitfaden, der auf einer umfassenden Literaturanalyse basiert. Die Untersuchung ist dabei in insgesamt 10 Kapitel unterteilt. Nach der wissenschaftstheoretischen Einführung (Kapitel 1) werden die Forschungsgegenstände näher erläutert. Dabei werden die Begriffe Unternehmensberatung, mittlere Unternehmen und Controlling (Kapitel 2 und 3) definitorisch abgegrenzt. Anhand einer Literaturanalyse werden die branchenspezifischen Merkmale von Unternehmensberatungen herausgearbeitet. Anschließend wird das Untersuchungsschema und die Erhebungsmethode spezifiziert (Kapitel 4). Im empirischen Teil der Untersuchung wird dann die Zusammenfassung von neun qualitativen Tiefeninterviews mit Top-Controllern und Führungskräften von mittleren Beratungsunternehmen dargestellt und zu den Ergebnissen einer Literaturanalyse in Kontext gesetzt (Kapitel 5-9). Der empirische Teil bildet den Schwerpunkt der Darstellungen in dieser Untersuchung. Am Schluss werden die Ergebnisse zusammengefasst und im Hinblick auf weiteren Forschungsbedarf kritisch bewertet (Kapitel 10).

One of the biggest challenges for new managers is how to get the best out of each of their team members so they achieve superior results—and make you, the new manager, look good! In Bare Knuckle People Management authors Sean O'Neil and John Kulisek cut through the crap to show managers how to push their teams to success, not by following fluffy leadership training but by using the skills that got them promoted in the first place.Forget kumbayas or one-minute managing. The best people managers know that approaches that work great with one employee will be lost on the next. With the same irreverent and straightforward style they use in their management training workshops, O'Neil and Kulisek describe the 16 basic worker types you must learn to recognize, from The Badass to The Burnout, and how to customize your leadership style for each type.The authors encourage the readers to take pieces of what works from each of the sections and they also remind them to follow the gut instinct that got them to their new management position in the first place. Written in short, easily digestible sections, and both entertaining and insightful throughout, Bare Knuckle People Management is perfect for any manager pressed for time and in need of some straightforward advice.

This qualitative study explores how middle managers who thrived during Hurricane Katrina used their workplace social support systems. An emphasis was placed on identifying the sources and types of support received before, during, and after the Katrina crisis. Significant challenges exist today for organizations on the basis of societal, political, environmental, and technological trends. Among those trends are predictions of greater numbers and intensities of weather-related crises triggered in part by global weather pattern shifts and global warming. These challenges create a compelling need for leaders to effectively plan for and manage crises to assure organizational survival. Middle managers, in particular, play a critical role in terms of planning for and recovering organizational functioning after a crisis. Yet relatively little is known about how they subjectively experience adversity and receive social support in the workplace. This study draws upon three bodies of literature including thriving, social support and crisis management. The participants in this study were 14 middle managers employed by organizations in the greater New Orleans area impacted in 2005 by Hurricane Katrina. Industries represented include health care, higher education, seaports, and defense contracting. Participants were nominated by a senior leader in their organization based on criteria for thriving. Data were collected through semi-structured interviews about participants'experiences before, during and after the Katrina crisis and the types of social support they received from each of five workplace sources. After identifying two core experiences for each participant, the data were coded and analyzed to determine the workplace sources and type of received social support. Sixteen themes were identified that explained how participants received support from leaders, peers, subordinates, other internal as well as external supports. Four support patterns were identified based on the most important source of support for the participants. These support source patterns included a peer-focused, leader-focused, subordinate-focused and leader-external focused. Role modeling was identified as a source of received support for some participants as well as the role of work teams in providing social network support. Practical implications of the study findings were identified along with suggestions for future research.

Middle management-opgaven

上司・同僚・部下を上手にリードし、チームの力を最大化して、大きな成果につなげるためのフレームワークと５つのスキルを伝授する。

What the CEO Wants You to Know takes the mystery out of business and shows you the secrets of success Have you ever noticed that the business savvy of the world's best CEOs seems like a kind of street smarts? They sense where the opportunities are and how to take advantage of them. And their companies make money consistently, year after year. How different is it to run a big company than to sell fruit from a cart or run a small shop in a village? In essence, not very, according to Ram Charan. From his childhood in India, where he worked in his family's shoe shop, to his education at Harvard Business School and his daily work advising many of the world's best CEOs, Ram understands business as few can. The best CEOs have a knack for bringing the most complex business down to the fundamentals--the same fundamentals that are used to run the family shoe shop. And, they have business acumen--the ability to focus on the basics and make money for the company. What the CEO Wants You to Know captures these insights and explains in clear, simple language how to do what great CEOs do instinctively and persistently: • Understand the basic building blocks of a business and use them to figure out how your company makes money and operates as a total business. • Decide what to do, despite the clutter of day-to-day business and the complexity of the real world. Many people spend more than a hundred thousand dollars on an MBA without learning to pull these pieces of the puzzle together. Many others lack a formal business education and feel shut out from the executive suite. What the CEO Wants You to Know provides you with the universal laws of business success, no matter whether you are selling fruit from a stand or running a Fortune 500 company.