000			03524cam a22002898i 4500
003			PIMLIB
005			20240513134259.0
008			240510s2023 eng b 001 0 eng
010			_a2022060240
020			_a9781647824860
020			_a9781647824853
050			_aHD38.24 _b.S45P _y2023
100			_aSchaninger, Bill, _d1969- _eauthor. _9100739
245	1	0	_aPower to the middle : _bwhy managers hold the keys to the future of work / _cBill Schaninger, Bryan Hancock, and Emily Field.
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c[2023]
300			_avii, 248 pages ; _c24 cm
500			_aIncludes index.
505	0		_aSeeing managers differently in a new world of work -- Wasting our most valuable players. Why managers are so frustrated -- A look at the forces that got us here -- Putting middle managers at the center. The case for staying in the middle -- The great rebundling -- Winning the twenty-first century war for talent -- Melding performance and purpose -- At the center of problem-solving -- Taking the lead on talent management -- Connecting the work to the people -- The success of managers starts with senior leaders.
520			_a"'Middle manager' The term evokes a bygone industrial era in which managers functioned like cogs in a vast machine and bureaucracy ruled. In recent decades, midlevel managers became a favorite target for the chopping block-underappreciated, often considered a superfluous layer of the organization. This view is so widespread that it has seeped into the identity of the managers themselves. Not only does this outdated perspective need to change, the future demands it. In Power to the Middle, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of what middle managers can and must be able to do. They explain how middle managers are uniquely positioned close to the ground but with a crucial connection to company strategy-enabling them to guide organizations through the current period of rapid and complex change, as well as help to shape the new world of work. The authors compellingly articulate this profound shift in the workplace, showing how: As the war for talent escalates, managers are an organization's first line of defense, requiring strong people skills to attract and retain the best talent; middle managers possess the granular knowledge and perspective necessary to lead the realignments resulting from digital disruption; managers must shift from merely enforcing rules to challenging them, serving as the critical stopgap for rules that are ineffective or obsolete; and crucially, good managers must not be promoted out of their jobs; instead, their title and compensation should reflect their high value and allow them to advance within their roles. With rich stories and cutting-edge research, Power to the Middle offers a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers, the true center of the organization"-- _cProvided by publisher.
650		0	_aMiddle managers.
650		0	_aIndustrial management.
650		0	_aSuccess in business.
690			_947387 _a0051-1 บริหารธุรกิจมหาบัณฑิต สาขาการบริหารคนและกลยุทธ์องค์การ POS (ป.โท)
700	1		_aHancock, Bryan, _eauthor.
700	1		_aField, Emily _c(Writer on Industrial management), _eauthor.
942			_2lcc _cBK _n0 _01
999			_c1001127 _d1001127