Working Without a Net

ISBN-10: 0671535811
ISBN-13: 9780671535810
Edition: 1995
List price: $18.95 Buy it from $3.89
30 day, 100% satisfaction guarantee

If an item you ordered from TextbookRush does not meet your expectations due to an error on our part, simply fill out a return request and then return it by mail within 30 days of ordering it for a full refund of item cost.

Learn more about our returns policy

Description: In response to the fundamental changes sweeping corporate America, Morris Shechtman presents a cutting-edge management philosophy that challenges unrealistic, outdated approaches. Shechtman, a former university professor and psychotherapist, teaches  More...

Used Starting from $11.41
New Starting from $17.20
what's this?
Rush Rewards U
Members Receive:
coins
coins
You have reached 400 XP and carrot coins. That is the daily max!

Study Briefs

Limited time offer: Get the first one free! (?)

All the information you need in one place! Each Study Brief is a summary of one specific subject; facts, figures, and explanations to help you learn faster.

Add to cart
Study Briefs
Italian Grammar Online content $4.95 $1.99
Add to cart
Study Briefs
Portuguese Grammar Online content $4.95 $1.99
Add to cart
Study Briefs
Spanish Grammar Online content $4.95 $1.99
Add to cart
Study Briefs
German Grammar Online content $4.95 $1.99

Customers also bought

Loading
Loading
Loading
Loading
Loading
Loading
Loading
Loading
Loading
Loading

Book details

List price: $18.95
Copyright year: 1995
Publisher: Pocket Books
Publication date: 5/1/1995
Binding: Paperback
Pages: 272
Size: 5.50" wide x 8.50" long x 0.75" tall
Weight: 0.550
Language: English

In response to the fundamental changes sweeping corporate America, Morris Shechtman presents a cutting-edge management philosophy that challenges unrealistic, outdated approaches. Shechtman, a former university professor and psychotherapist, teaches the essential skills for adapting to a rapidly expanding corporate culture -- or any organization or situation where structure and vision are needed. No matter what your goals, here are the new rules of business that will help you generate success, including: * Growth strategies that help you establish your independence from external forces and foster strength from within * Powerful exercises that sharpen decision-making, relationship-building, risk-taking, and other critical abilities * Steps for processing -- not denying -- the inevitable anger and disappointment that follow organizational change * Six paradigms on professional attitudes, personal goals, and overall world views, and the interplay of personal values and leadership. With invigorating insight and far-reaching perspective,Working Without A Netempowers you to face new challenges and circumstances with flexibility, confidence and self-sufficiency.

Morris R. Shechtmanis an internationally known change management consultant and Chairman of The Shechtman Institute. His clients include Arthur Andersen, ConAgra, Northwestern Mutual Life, and the Young President's Organization (YPO). Mr. Shechtman has brought about remarkable gains in individual and collective productivity by teaching managers how to become agents of personal growth and development.

Preface
Surviving the High Risk Culture
An Alternative to Working and Living in a Fantasy world
Keeping the Safety Nets in Place
Why It Doesn''t Work Anymore
A Great Capacity for Change
Benefits of Working without a Net
How I Know What I Know
A Caring Approach
How This Book Will Facilitate Your Ability to Grow and Manage Growth
An Alternative to the Typical Management Book
Six Paradigms for Keeping your Balance in a High Risk Culture
Caring for People Is Not Synonymous with Taking Care of People
People''s Ability to Change Is Not a Function of Capacity but of Choice
We Need To Change Our Attitudes Toward Change
We Must Redefine What Constitutes Acceptable Work, Moving from Adequacy to Peak Performance
Who We Are Personally Is Inextricably Connected to Who We Are Professionally; the Goal Is to Lead Blended, Not Balanced, Lives
We Must Create Value-Driven Personal and Professional Lives
A New Way to View the World
The Impact of Information on Competitive Advantage
Expect New Expectations
Impact One: Increased Competition
Impact Two: Decreased Profits and Margins
Impact Three: People Are the Competitive Edge
But What About Price?
Being Open to Information
Decision-Making and the Information Cycle
From Information to Choices
From Choices to Decisions
From Decisions to Change
From Change to Information
How People Make Decisions
Decision-Making Can Be Taught
Teach Yourself How to Make High Risk Decisions
The Only Way Out
Working with the Cycle (Instead of It Working Against You)
Relationship-Building: Moving from Schmoozing to Intimacy
Prerequisite One: A High Drive for Growth
Prerequisite Two: A Capacity for Intimacy
Prerequisite Three: Honest and Direct Communication
Prerequisite Four: A Transition from High Maintenance to Low Maintenance Relationships
Blending Our Lives
The High Risk Culture
Autonomy Versus Security
Trade-offs
But What If We Opt for Low Risk?
Doing Business in a Shrinking World
How We Avoid Conflict
Signs of the High Risk Shift
Identifying High Risk People
Paying the Price
Growth and Success
Growth and Success: High Risk Models and Tools
Entrepreneurial Versus Corporate
Entrepreneurial Traits
Pinpointing the Problem: A Diagnostic Tool
Starting at the Top: A Remedy
Other Effects of Success and Growth
The Dilemma of Developing Successful People
Helping Everyone Make the Transition
Individual Growth and Success: Learning to Cope with Loss
What We Gain and What We Lose
Losing the Familiar
Loss of Roots
The Loss of Necessary Limits
The Function of Goals
How to Keep Choosing New Limits
Success and Growth as a Grieving Process
Shock and Denial
Anger
Bargaining
Depression
Acceptance
Why Now?
Overcoming common Obstacles
Clarifying Confused Values
The Value Clarification Instrument
Evaluating the Profile
How To Move Toward High Risk Positions
Organizational Uses of the Instrument
One Final Note About Scores
Coping with Delayed Development
The Secret Impact of Technology: Prolonged Adolescence
The New Developmental Stages
How to Deal with Adolescent Worker
How to Deal with Young Adults
How to Deal with Adults
The Gray Areas
Three Requirements for Managing Stages
Accountability: The Seven Prerequisites
The Value of Accountability
Accountability Is to Individuals; Not to Groups, Committees, or Organizations
Clarify the Areas in Which One Will Be Held Accountable
Expectations Must Be Stated in a Specific and Clearly Differentiating Manner
Measurement of Expectations Must Delineate Quantity and Time Frame
Consequences for Meeting or Failing to Meet Established Expectations Must Be Stated in Detail
Consequences Must Be Enacted with Immediacy, Objectivity, and Clarity
Accountability Must Be Consistently Modeled by Top Management
The Accountability Test
A Caring for Model
Goals and Accountability
Reassuring Limits
Setting Limits to Promote Growth
Setting Goals
Three Types of Goals
Your Personal Mission
What Core Value System Drives You?
Conflict, Anger, and Loyalty
Five Steps to Conflict Management
Conflict Versus Hostility
larifying Discrepancies
Setting Expectations
Defining Limits and Boundaries
Taking Ownership of Choices
Making a Decision
What''s Wrong with the Other Conflict Management Processes
Common Types of Conflict
Tailoring the Process to People and Circumstances
Anger and Productivity
A Third Model
How Anger Gets Shut Down
The Four-Step Process for Using Anger
Getting Shut Down in the Process
An Action Plan for Expressing Anger
Translating Anger into Productivity
Loyalty in a High Risk Culture
Two Types of Loyalty
Determining Your Organization''s Loyalty Type
Making the Transition
The Most Difficult Obstacle
Autonomy, Structure, and Ethics
Autonomy and Independence
The Three Stages of Development
Characteristics of Autonomy
Using High Risk Tools to Become Autonomous
The Theory of Plenty Versus the Theory of Scarcity
How to Foster Autonomous Behavior
Control, Structure- and Conflict
What You Have to Do Versus How You Have to Feel
Where the Controlling Impulse Comes From
Identifying and Resolving Control Issues
Dealing with Employees Who Can''t Deal with Structure
The Common Control Issues
A Natural StructureChapter 19Doing the Right Thing
How This Definition of Ethics Applies to You
Conclusion
Acknowledgements
Index

×
Free shipping on orders over $35*

*A minimum purchase of $35 is required. Shipping is provided via FedEx SmartPost® and FedEx Express Saver®. Average delivery time is 1 – 5 business days, but is not guaranteed in that timeframe. Also allow 1 - 2 days for processing. Free shipping is eligible only in the continental United States and excludes Hawaii, Alaska and Puerto Rico. FedEx service marks used by permission."Marketplace" orders are not eligible for free or discounted shipping.

Learn more about the TextbookRush Marketplace.

×