This book focuses on the transition faced by business organizations and their stakeholders as they move from protected markets to open competition, and it explores how these changes can be facilitated by outside interveners/agents. The four authors--two from Europe and two from the United States--have worked separately as consultants with leaders of many companies and unions facing these challenges including AT &amp; T, Lucent, Electricite de France and the Italian State Railways (Ferrovie dello Stato). The reader is thus afforded an unusual insight into the process of change in a large organization--not only close up accounts of what happened, but understanding of the relationship between the researcher/consultant and different groups within the organization: senior managers, HR people, unions, and ordinary employees. The book draws lessons from these cases and experiences on a number of different levels: lessons about the methods of intervention in large organizations; about the nature of the organizational transitions as business faces increased competition; about the pressures this places on unions and other stakeholder groups; about the differences between the US and European context; and about possible models for advancing the change process in the future. The analysis finally focuses on the larger set of forces driving all these cases: the transition to a global post-industrial economy. The experience of change in these corporations, from this perspective, illuminates the dynamics of transition between neo-corporatist stakeholder relations and a more pluralist and decentralized system emerging throughout the industrialized world. This unusual book--by a team of highly experienced researchers/consultants--will be of interest to a broad readership of academics, students, consultants, HR professionals interested in the process and management and change and contemporary trends in modern societies.

Agents of Change: Crossing the Post-Industrial Divide

Business & Money

Michael Maccoby

Rafael Ramírez

Pierre-Eric Tixier

Charles C. Heckscher

Management & Leadership

Oxford University Press

This book focuses on the transition faced by business organizations and their stakeholders as they move from protected markets to open competition, and it explores how these changes can be facilitated by outside interveners/agents. The four authors-two from Europe and two from the United States-have worked separately as consultants with leaders of many companies and unions facing these challenges including AT &amp; T, Lucent, Electricite de France and the Italian State Railways (Ferrovie dello Stato). The reader is thus afforded an unusual insight into the process of change in a large organization-not only close up accounts of what happened, but understanding of the relationship between the researcher/consultant and different groups within the organization-senior managers, HR people, unions, and ordinary employees. The book draws lessons from these cases and experiences on a number of different levels: lessons about the methods of intervention in large organizations; about the nature of the organizational transitions as business faces increased competition; about the pressures this places on unions and other stakeholder groups; about the differences between the US and European context; and about possible models for advancing the change process in the future. The analysis finally focuses on the larger set of forces driving all these cases: the transition to a global post-industrial economy. The experience of change in these corporations, from this perspective, illuminates the dynamics of transition between neo-corporatist stakeholder relations and a more pluralist and decentralized system emerging throughout the industrialized world. This unusual book-by a team of highly experienced researchers/consultants-will be of interest to a broad readership of academics, students, consultants, HR professionals interested in the process and management and change and contemporary trends in modern societies.

The Gamesman

Secker Warburg

Intensive interviews with two hundred and fifty managers from twelve major companies provide the basis for portraits of current American business leaders and a study of their characters, familial and other relationships, ambitions, methods, and conflicts

The Gamesman: The New Corporate Leaders

Simon&Schuster

THE MOST PROVOCATIVE STUDY OF THE BEHAVIORAL TRAITS OF BUSINESS..FASCIANTING AND TROUBLING..TELLS US NOT ONLY ABOUT MANAGERS IN RELATION TO THEIR WORK BUT ALSO ABOUT THEIR PERSONAL LIVES, THEIR FEELINGS ABOUT SOCIAL AND POLITICAL ISSUES, AND THEIR LARGER IDEALS AND CONCERNS.

The Leader

Health care organizations are challenged to improve care at the bedside for patients, learn from individual patients to improve population health, and reduce per capita costs. To achieve these aims, leaders are needed in all parts of the organization need positive solutions. Transforming Health Care Leadership provides healthcare leaders with the knowledge and tools to master the unprecedented level of change that health care organizations and their leaders now face. It also challenges management myths that served in bureaucracies but mislead in learning organizations.

Transforming Health Care Leadership: A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health

Medical Books

Clifford L. Norman

Jane Norman

Richard Margolies

Administration & Medicine Economics

Jossey-Bass

C. Jane Norman

Richard Margulies

A leader is someone people follow. But why do people follow? Books abound on leaders, but much less is known about followers. In The Leaders We Need, Maccoby steps into this yawning gap in the literature. This insightful book shows that followers have their own powerful motivations to follow. Many relate to their leader as to some important person from the pasta parent, a sibling, a close friend. With major shifts in family structure and other social changes (especially transformations in technology and work life), these transferences” have grown complexmaking leaders’ work more challenging. The key for modern-day leaders? Being sensitive to how a group’s collective psychology and social context shape its leadership needs. For example, factory workers in a large city during a period of relative calm would need very different leaders than people working in a star management consultancy during a time of stiffening competition. The author outlines the profound shift from a more bureaucratic society and leadership model to an interactive, collaborative oneand provides crucial advice on how to become a leader we need.” Offering provocative psychological insight and thoughtful analysis of social and cultural changes, this book examines leadership through an entirely new lens.

The Leaders We Need: And What Makes Us Follow

Harvard Business Review Press

Today's business leaders maintain a higher profile than their predecessors did in the 1950s through the 1980s. Rather than hide behind the corporate veil, they give interviews to magazines like Business Week, Time, and the Economist. According to psychoanalyst, anthropologist, and consultant Michael Maccoby, this love of the limelight often stems from their personalities--in a narcissistic personality. That is both good and bad news: Narcissists are good for companies that need people with vision and the courage to take them in new directions. But narcissists can also lead companies into trouble by refusing to listen to the advice and warnings of their managers. So what can the narcissistic leader do to avoid the traps of his own personality? Maccoby argues that today’s most innovative leaders are not consensus-building bureaucrats; they are “productive narcissists” with the interrelated set of skills -- foresight, systems thinking, visioning, motivating, and partnering – that he terms “strategic intelligence.” Maccoby redefines the negative stereotype as the personality best suited to lead during times of rapid social and economic change.

Narcissistic Leaders: Who Succeeds and Who Fails

The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. The latest thinking in the field of leadership is collected in this volume. With all-new articles published in the last three years and two articles from leadership guru, Daniel Goleman, this collection is a must have for CEOs and top level managers. The volume also pays special attention to leadership succession issues.

Harvard Business Review on What Makes a Leader

Michael Watkins

Thomas Davenport

John C. Beck

Dan Clampa

Daniel, Goleman

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Books by Michael Maccoby