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Your search keyword '"Lepsinger, Richard"' showing total 10 results
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10 results on '"Lepsinger, Richard"'

1. Building accountability and commitment

Author

Lepsinger, Richard

Subjects
Administrative responsibility -- Reports, Workers -- Surveys, Business, Engineering and manufacturing industries, Human resources and labor relations
Abstract

EXECUTIVE SUMMARY Proper accountability includes setting people up for success and having a system to learn from mistakes. Failure to hold people accountable could lead to employees viewing you as [...]

Published
2010

2. Why integrating the leading and managing roles is essential for organizational effectiveness

Author

Yukl, Gary and Lepsinger, Richard

Subjects
Leadership -- Management, Organizational effectiveness -- Management, Company business management, Business, Business, general
Abstract

A study examining the interrelation between leadership and management, and how both can be integrated, for organizational effectiveness, using a leadership model, is presented.

Published
2005

3. Creating champions for 360 degree feedback

Author

Lepsinger, Richard and Lucia, Antoinette D.

Subjects
Performance appraisals -- Management, Business, Education, Human resources and labor relations
Abstract

HR professionals need to find and build champions of their 360 degree feedback programs. These are people who are willing to support the initiative and counter the resistance of staff and line managers who may find the 360 degree feedback a worthless effort. The first step that HR managers should take is to develop a Stakeholder Map to identify the major decisionmakers and stakeholders. This requires making a list of people with power to approve decisions and of people that might be affected by the feedback, rating the stakeholders in terms of their support for the initiative, and drawing a map based on the rating. After identifying the stakeholders and their level of support, HR managers should plan how to turn people who might resist or merely comply with the 360 degree feedback program into champions. The factors to consider when interacting with these people are discussed., Here's how to construct a Stakeholder Map to identify key people and their degree of commitment for your feedback initiative. Many a human resource manager has been delighted by the [...]

Published
1998

4. 360 degree feedback and performance appraisal

Author

Lepsinger, Richard and Lucia, Anntoinette D.

Subjects
Performance appraisals -- Methods, Human resource management -- Methods, Employee development -- Management -- Methods, Business, general, Business, Education, Human resources and labor relations, Company business management, Management, Methods
Abstract

Should 360 ° feedback be used not just for 'developmental' purposes but also for performance management? Should it be part of an organization's performance-appraisal process, helping to determine salaries, promotions [...]

Published
1997

5. How to get the most out of 360 degree feedback

Author

Yukl, Gary and Lepsinger, Richard

Subjects
Performance appraisals -- Methods, Business, general, Business, Education, Human resources and labor relations, Methods
Abstract

Managers who find out how others see them a) become willing to change, b) become defensive and vindictive, or c) go back to business as usual. Feedback from multiple sources, [...]

Published
1995

6. The execution imperative: the gap-closing trade secrets of companies that consistently get things done

Author

Lepsinger, Richard

Subjects
Gap analysis (Planning) -- Economic aspects -- Social aspects, Leadership -- Social aspects -- Psychological aspects, Business, general, Business, Business, international
Abstract

In Execution: The Discipline of Getting Things Done, co-authors Larry Bossidy and Ram Charan essentially wrote that, 'It '$ all in the execution. ' Perhaps the most important step in executing well is to build a bridge that connects the vision and the strategy to the execution plan. Readers will learn what those bridges are and how they can build them to last., Thomas Edison famously said, 'Vision without execution is hallucination.' It's true. And as the hallucinations of countless business leaders have proved, knowing what you want to do or where you [...]

Published
2010

7. Five Ways to Create Successful Virtual Teams 509128

Author

Lepsinger, Richard and DeRosa, Darleen

Subjects
Work groups -- Technology application, Virtual worlds -- Usage, Technology application, Business, Computers and office automation industries, Library and information science
Abstract

Today, many companies have nearly half of their employees working on virtual teams. Unfortunately, our research finds that many enterprises recycle the same guidelines they use for their co-located teams [...]

Published
2011

8. Five 'Bridges' to getting things done

Author

Lepsinger, Richard

Subjects
Strategic planning (Business) -- Evaluation, Business -- Models, Decision-making -- Evaluation, Industrial cooperation -- Evaluation, Business enterprises -- Management -- Customer relations, Company business management, Business, Metals, metalworking and machinery industries
Abstract

If your organization is like so many others it seems to have all the ingredients for success firmly in place. A well-thoughtout vision ... a realistic strategy ... skilled, highly [...]

Published
2010

10. Surveying the gap: nearly half of all leaders see a disconnect between strategy and execution: you know you have a great vision for your company, so why can't you seem to bring it to fruition?

Author

Lepsinger, Richard

Subjects
Financial services industry -- Management -- Surveys, Credit managers -- Surveys -- Management, Company business management, Financial services industry, Banking, finance and accounting industries, Business
Abstract

As a leader, you have a clear vision for your company and are 100 percent committed to pursuing it. But something is going wrong between the creation of that vision [...]

Published
2006

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