Luận Văn tài liệu QUẢN TRỊ NHÂN SỰ CAO CẤP

Marksmen will tell you that when you aim at a target, you
should go for the bull’s-eye. The reason is that if you miss
the bull’s-eye, you’re still on the target. But if all you do is aim for
the target and you miss, you’re nowhere. Don Shula, who coau-
thored Everyone’s a Coach1 with Ken Blanchard, always told his
Miami Dolphins football team that the target they were aiming at
was to win every game. Was that possible? Obviously not, but if
you don’t shoot for excellence, you never have a chance of getting
there. That’s probably why Shula’s teams won more football
games than teams of any other coach in the history of the NFL.
His 1972 Dolphins is still the only team in history to go undefeat-
ed for an entire season. So the target you aim for has a lot to do
with your performance.
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Introduction: Leading at a Higher Level
by Ken Blanchard xv
SECTION I: SET YOUR SIGHTS ON THE RIGHT TARGET
AND VISION 1
CHAPTER 1IS YOUR ORGANIZATION
HIGH PERFORMING?3
Don Carew, Fay Kandarian, Eunice Parisi-Carew,
Jesse Stoner, and Ken Blanchard
The Right Target: The Triple Bottom Line ã A High
Performing Organization SCORES Every Time ã The HPO
SCORES Model ã The HPO SCORES Quiz
CHAPTER 2THE POWER OF VISION 17
Jesse Stoner, Ken Blanchard, and Drea Zigarmi
The Importance of Vision ã Effective Versus Ineffective Vision
Statements ã Creating a Vision That Really Works ã A
Compelling Vision Creates a Culture of Greatness ã Vision Is
the Place to Start ã Make Your Vision a Reality ã Vision and
Leadership

SECTION II: TREAT YOUR CUSTOMERS RIGHT 31
CHAPTER 3SERVING CUSTOMERS AT A
HIGHER LEVEL 33
Ken Blanchard, Kathy Cuff, Vicki Halsey,
and Jesse Stoner
Getting Legendary SCORES from Your Customers ã Creating
Legendary Service ã Serving Customers at a Higher Level ã
Deliver Your Ideal Customer Service Experience ã Permitting
People to Soar ã Wallowing in a Duck Pond ã Give Your People
Wings ã Creating Legendary Service Requires Gung Ho People

SECTION III: TREAT YOUR PEOPLE RIGHT 55
CHAPTER 4EMPOWERMENT IS THE KEY 57
Alan Randolph and Ken Blanchard
What Is Empowerment? The Power of Empowerment ã How
Past History Blocks Change to Empowerment ã Tapping
People’s Potential: A Real-World Example ã Learning the
Language of Empowerment ã The Three Keys to
Empowerment
CHAPTER 5SITUATIONAL LEADERSHIP® II:
THE INTEGRATING CONCEPT 75
The Founding Associates
Matching Leadership Style to Development Level ã
Development Level Varies from Goal to Goal and Task to
Task - The Importance of Meeting People Where They Are ã
The Three Skills of a Situational Leader ã Effective Leadership
Is a Transformational Journey
CHAPTER 6SELF LEADERSHIP: THE POWER BEHIND
EMPOWERMENT 91
Susan Fowler, Ken Blanchard
and Laurence Hawkins
Creating an Empowered Workforce ã Creating Self Leaders
Through Individual Learning ã The Three Skills of a
Self Leader
CHAPTER 7PARTNERING FOR PERFORMANCE 105
Fred Finch and Ken Blanchard
Establishing an Effective Performance Management System ã
Partnering and the Performance Management System ã
Partnering as an Informal Performance Management System

CHAPTER 8ESSENTIAL SKILLS FOR PARTNERING FOR
PERFORMANCE: THE ONE MINUTE
MANAGER® 129
Ken Blanchard and Fred Finch
One Minute Goal Setting ã One Minute Praisings ã
Reprimanding Versus Redirection ã The Fourth Secret of the
One Minute Manager
CHAPTER 9COACHING: A KEY COMPETENCY FOR
LEADERSHIP DEVELOPMENT 149
Linda Miller and Madeleine Homan Blanchard
Definition of Coaching ã Five Applications of Coaching
CHAPTER 10 SITUATIONAL TEAM LEADERSHIP 165
Don Carew, Eunice Parisi-Carew, Lael Good,
and Ken Blanchard
Why Teams? ã Why Teams Fail ã Five Steps to High
Performing Teams ã The Miracle of Teamwork
CHAPTER 11 ORGANIZATIONAL LEADERSHIP 191
Pat Zigarmi, Judd Hoekstra, Ken Blanchard,
and Drea Zigarmi
The Importance of Managing Change ã Why Is
Organizational Change So Complicated? ã When Is Change
Necessary? ã Change Gets Derailed or Fails for Predictable
Reasons ã Focus on Managing the Journey ã Surfacing and
Addressing People’s Concerns ã Organizational Leadership
Behaviors ã Involvement and Influence in Planning the
Change
CHAPTER 12 STRATEGIES FOR LEADING A CHANGE 215
Pat Zigarmi and Judd Hoekstra
Nine Change Leadership Strategies

CHAPTER 13 MANAGING A SUCCESSFUL CULTURE
TRANSFORMATION 241
Garry Demarest, Chris Edmonds, and Bob Glaser
Gung Ho!: A Starting Point ã Culture by Default, Not by
Design ã Senior Leaders Are Skeptical about Culture ã The
Importance of a Compelling Vision ã From Gung Ho! to a
Proven Cultural Transformation ã Managing a Successful
Cultural Transformation ã Critical Success Factors for Cultural
Transformation
SECTION IV: HAVE THE RIGHT KIND OF LEADERSHIP 259
CHAPTER 14 SERVANT LEADERSHIP 261
Ken Blanchard, Scott Blanchard, and Drea Zigarmi
What Is Servant Leadership? ã Applying Servant Leadership ã
Great Leaders Encourage Their People to Bring Their Brains to
Work ã What Impacts Performance the Most? ã Being a
Servant Leader Is a Question of the Heart ã Driven Versus
Called Leaders ã The Plight of the Ego ã What Servant Leaders
Do ã Servant Leadership: A Mandate or a Choice
CHAPTER 15 DETERMINING YOUR LEADERSHIP POINT OF
VIEW 289
Ken Blanchard, Margie Blanchard, and Pat Zigarmi
Elements of a Leadership Point of View ã Developing Your
Own Leadership Point of View
ENDNOTES 309
ACKNOWLEDGMENTS 323
ABOUT THE AUTHORS 327
SERVICES AVAILABLE 347
INDEX 351

Illustration Page
Figure 1.1 The HPO SCORES™ Model 12
Figure 3.1 The Implementation Role of Leadership 49
Figure 5.1 The Situational Leadership® II Model 77
Figure 5.2 Matching Leadership Style to Development
Level 82
Figure 6.1 Points of Power 96
Figure 6.2 The Needs Model 100
Figure 7.1 The Partnering for Performance Game Plan 110
Figure 7.2 Situational Leadership® II Leadership Styles 116
Figure 9.1 The Coaching Sweet Spot 151
Figure 10.1 Team Performance Process 168
Figure 10.2 The Team Charter 173
Figure 10.3 The Stages of Team Development Model 175
Figure 10.4 Situational Leadership® II Team
Leadership Styles 182
Figure 10.5 Situational Leadership® II: Matching
Leadership Styles to Team Development Stages 183
Figure 11.1 The Stages of Concern Model 198
Figure 12.1 The Leading People Through Change Model 216
Figure 12.2 Perceived Loss of Control Increases
Resistance to Change 218
Figure 14.1 The Leadership-Profit Chain 269