Managing Your Boss

Gabarro, John J.; Kotter, John P.

doi:10.2307/j.ctvpg85tk.13

Cited by 22 publications

(25 citation statements)

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“…Further research is encouraged to ensure that management frameworks are not being used incorrectly. Moreover, research should investigate how leadership styles (Gabarro & Kotter, 2005;Goleman, 2000;Goleman et al, 2013;Shuibo & Tianbing, 2011), top management characteristics, and CEO profiles (Chatterjee & Hambrick, 2007;Chen et al, 2015;Galasso & Simcoe, 2011;Goel & Thakor, 2008;Mackey, 2008) explain KDMs' behavior, especially concerning VCW phases 1, 3, and 5.…”

Section: Discussion and Directions For Further Researchmentioning

confidence: 99%

Frameworks for innovation, collaboration, and change: Value creation wheel, design thinking, creative problem‐solving, and lean

et al. 2020

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The value creation wheel (VCW) is the decision‐making meta‐framework recommended to address innovation, collaboration, and change challenges in formal relationships. The VCW can integrate, complement, or be joined with other frameworks, tools, and theories to address the challenges of formal relationships. The VCW's ability to incorporate intra‐ and interorganizational insights emerging from internal and external stakeholders is especially useful in solving the challenges of collaborative arrangements. VCW solutions are often more realistic than Design Thinking, Creative Problem‐Solving, and Lean because they accommodate the views of various stakeholders about ideas and filters, and because key decision makers must be involved in the main stages of the decision‐making process.

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Section: Discussion and Directions For Further Researchmentioning

confidence: 99%

Frameworks for innovation, collaboration, and change: Value creation wheel, design thinking, creative problem‐solving, and lean

et al. 2020

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“…We do not use "employer" to denote an organization, which besides being a conceptually problematic locus of loyalty behaviors, is also ontologically problematic as a moral agent. While it is true that an employee's supervisor does not always have sole decision rights over the employment relationship (because the right to terminate such a relationship may also be held, sometimes exclusively, by human resources staff or by higher-level managers), because of the supervisor's prerogatives to assign privileges and duties, rewards and punishments, praise or blame, that supervisor is generally the single most important determinant of the employee's relationship with the organization as a whole (Barnard, 1938;Gabarro & Kotter, 1980;Mintzberg, 1973).…”

Section: Notesmentioning

confidence: 99%

The Ethics of Lateral Hiring

Gardner¹,

Stansbury²,

Hart³

2010

Bus Ethics Q

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ABSTRACT:Lateral hiring is the intentional action of one employer to identify, solicit, and hire an individual or group of employees currently employed by another firm, a practice often pejoratively labeled “poaching.” We use the method of critical genealogy to demonstrate that the norms that discourage lateral hiring are constructions used by powerful employers to control the turnover of their employees, making them subjects of their employer’s power rather than free and autonomous people in their own right. We suggest instead that ethical responsibility for entertaining or rejecting lateral hiring offers rests with the focal employee(s). We conclude that the form and symmetry of loyalty between employees and their current employers are the determinants of the appropriateness of an employee’s decision to entertain and accept outside offers. These conclusions imply responsibilities for employers to forge (and employees to honor) symmetrical relational loyalty in the workplace, but not for alternate employers to refrain from making lateral hiring offers.

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“…Le management par objectif s"inscrit dans le même univers (« management by objectives », Drucker, 1954 ;pour une synthèse, voir McConkie, 1979 (Fayol, 1916) -"Management by objectives" (Drucker, 1954) -Activité quotidienne du manager (Mintzberg, 1984 ;Martinko & Gardner, 1990, Tenglad, 2006 Relation managériale zélée : être ou donner l'image du "bon élève" -"Managing your boss" (Gabarro et Kotter, 1980) -Théorie LMX (Graen et Uhl-Bien, 1995) -Management des impressions (Gardner et Martinko, 1988), stratégies d'influence (Kipnis et al, 1980) Relation managériale opportuniste -Une sous-spécification des mandats stratégique (Hendry, 2002 ;Jackall, 1988) Relation managériale ambiguë, à construire -Attentes floues (Watson et Harris, 1999) et contradictoires (Tsui et al, 1995) -Interprétation des jugements (Laroche, 2001), négociation sur le travail (Hales, 1986), "shared meaning" (Ferris et al, 1994) -Problèmes abordés : "issue selling", promoteur du changement, fabricant de stratégie (Strategy as Practice)…”

Section: La Relation Managériale Traditionnelleunclassified

“…Dans ce cas, le manager peut aider son supérieur à la rendre plus fonctionnelle. C"est ce que Gabarro et Kotter (1980) (Dionne, 2004). Cette théorie se fonde sur la dyade (ce qui est rare) en reconnaissant que la relation entre un supérieur et son subordonné est unique :…”

Section: La Relation Managériale Zélée : êTre Un « Bon éLève » Ou Cheunclassified

La construction de la relation managériale. Le manager face à son supérieur

Ayache¹,

Laroche²

2010

Revue française de gestion

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Managing Your Boss

Cited by 22 publications

References 0 publications

Frameworks for innovation, collaboration, and change: Value creation wheel, design thinking, creative problem‐solving, and lean

Frameworks for innovation, collaboration, and change: Value creation wheel, design thinking, creative problem‐solving, and lean

The Ethics of Lateral Hiring

La construction de la relation managériale. Le manager face à son supérieur

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