Index
Guido Stein
(IESE Business School, Madrid, Spain)
This content is currently only available as a PDF
Citation
Stein, G. (2017), "Index", And Now What?, Emerald Publishing Limited, Leeds, pp. 367-370. https://doi.org/10.1108/978-1-78743-525-420171020
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Acquire new knowledge
, 47–48
Adhocracy
, 346
Advanced Management Program (AMP)
, 195–196
Agents of change
, 38–39
AMP. See Advanced Management Program (AMP)
Anglosaxon character
, 66
Anthropological model
, 81–82
Beginning, transition
, 61
Behaviors
, 53–54
Building workplace relationships
, 48–49
Business culture
, 66
Career paths
, 108–110
Casablanca, Pedro
, 336–337
Catek, Börjesson, Sybila in
boss’s decision
, 249–250
CFO at Scandinavica
, 238–239
daily activities
, 246–249
first decisions
, 244–246
Francisco’s opinion
, 251
Francisco’s point of view
, 252–253
new career stage
, 241–242
offer from
, 243–244
Ortega, Luis
, 239–241
sale of
, 251–252
Celebrating bonus sprints
, 40–42
Chance to learn
, 43–45
Change
agents of
, 38–39
sake of
, 39
vs. transition
, 60–62
Charge effectively
, 59–60
Client mentality
, 101–102
Command and control style
, 40
Communication
, 5, 9, 36–37
Communication plan
, 52–53
Communication process
, 79, 80
Company culture
, 66
Compensation
pay bands
, 110–111
variable compensation
, 111–115
Corporate Commercial School
, 196–197
Corporate culture
, 78
Corporate responsibilities
, 19
Coutin, Philippe
, 333–334
Criticisms
, 37
Cultural changes
, 4
Culture and soft power
, 76–77
Culture, concept of
, 68
Culture of quality
, 67
Decision-executor
, 3
Decision-makers
, 3, 17–18
Development and training
client mentality
, 101–102
priorities
, 102–103
short and intense impact
, 103–106
Economic efficiency
, 80
Effective behaviors
, 7–8
Effective decisions
, 33
Effective executives
, 32
Ending, transition
, 60–61
Estévez, Bertrand
, 334
Expectations
, 37
Experiences
, 37
Extrinsic motivation
, 82
Failure to handle the situation
, 15
Federation of Spirit Beverages (FEBE)
, 331
Financial services company
, 16–17, 16–24
Formal appointment
, 35
Formal organization and real organization
, 70–73
Google
, 65
Health & Beauty (H&B)
, 157
conflict
, 171–173
managing being bypassed
, 184–185
managing the team
, 165–167
reflections for learning
, 182–184
relationship with Nuria Rosal
, 167–171
Yolanda’s experience
, 160–165
Yolanda’s position
, 173–175
Yolanda’s superiors
, 175–182
How to Win Friends and Influence People (Carnegie, Dale)
, 9
HR decision
, 19
HR management
attract the right talent
, 95–96
hiring and recruitment
, 93–94
recruitment approach
, 94–95
Human organizations and tribes
, 69–73
iLEAD
, 343
Institutional values
, 83
Institution, concept of
, 81
Intentions, statements of
, 35
Interview
with CEO of Kölner Bank
, 202–204
with CEO of logistics company
, 27–29
with CEO of software company
, 24–25
with president and CEO of financial services company
, 16–24
with sales director multinational telecommunications company
, 25–26
Intrinsic motivation
, 82
Job banding
, 342
Kölner Bank
after the holiday
, 198–202
conversation with max
, 192–193
in Germany
, 197–198
Haller, Max
, 193–194
interview with CEO
, 202–204
Max’s departure
, 204–205
November 2010
, 204
Reiner’s career at
, 188–191
Reiner’s unit
, 194–195
transition
, 205–206
Laborde, Eric
, 329–333
Lack of information
, 15
Lack of personal maturity
, 15
Landing framework
, 155–156
Leader–member exchange (LMX)
, 71, 72
Leadership
, 152–153
ability to tolerate conflict
, 52
authority and dependency
, 62
capacity to work
, 52
common pitfalls
, 54–57
concentration
, 52
confidence
, 52
critical self-knowledge
, 52
drive and resilience
, 52
empathy with others
, 52
persistence
, 52
solid ambition
, 52
style
, 50–52
Lillo, Antonio
, 335
Logistics company
, 27–29
Maffioli, Massimiliano
, 335–336
Manage expectations
, 49–50
Management Committee
, 321, 334–337
Managing trust
, 153–154
Mergers and acquisitions
, 122–124
actual merger process
, 139
communication
, 138
comprehensive, integrative analysis
, 131–133
facilitate internal mobility
, 133–134
fail
, 125–129
full-time interdisciplinary merger
, 129–131
identify key people
, 138
integration committee
, 129–131, 138, 139–143
merger process
, 143–146
organization
, 137
real due diligence
, 136–137
reality of
, 134–136
retention plan
, 139
strategy
, 137
workforce
, 137
Mind map
, 45–47
Motivation process
, 79, 81
Motivation, theory of
, 82–83
Multinational telecommunications company
, 25–26
Networking island
, 337
Network of contacts
, 4
Neutral zone, transition
, 61
New job adjustment
, 4–7
Onboarding and integration processes
, 96–98
Onboarding processes
, 100
Operational goals
, 79
Organizational change
, 75–76
Organizational development
, 31
Organizational development pyramid
, 67
Organizational models
, 77–87
Outstanding producers
, 18
People management
, 93
compensation
, 110–115
development and training
, 100–106
evaluation and promotion
, 106–110
hiring and recruitment
, 93–96
internal communication
, 115–117
onboarding and integration processes
, 96–100
performance management
, 90–93
talent (potential) management
, 90–93
Performance management
, 90–93
Personal development
, 31
Personal effectiveness
, 32–33
Pharmacy and Biocosmetics (P&B)
, 157–159
Placement processes
, 98–100
Plan the transition
, 50
Positive changes
, 31
Predecessor matter
, 21–22
Priorities
, 102–103
PRISA group
, 291
PRISA radio
, 292
Bolivia
, 294–296
Brazil
, 296–301
brink of disaster
, 305–307
challenges with
, 311
digital transformation
, 315–318
early years
, 292–294
group’s finances
, 311–312
internationalization and diversification
, 312–315
marketing challenge
, 307–311
teams
, 301–305
Product life cycle
, 152
Professional careers
, 34
Professional responsibility carries
, 34
Profit-and-loss statements
, 17–18
Reactive change
, 75–76
Ricard, Pernod
challenges of
, 345–348
competitive strategy of
, 338–339
finances of
, 339
human resources
, 342–344
managers of
, 344
surveys
, 344–345
values
, 339–341
Sake of change
, 39
Silicon Valley
, 71
Skillfully deal with issues
, 8
Skills-based management model
, 107–108
Société pour l’Exportation des Grandes Marques (SEGM)
, 329
Soft power and culture
, 76–77
Software company
, 24–25
Start-up, turnaround, accelerated growth, realignment, and sustaining success (STARS) model
, 151
Steering Committee
, 73–77
Stock market
, 17
Strengths productive
, 32–33
Talent identification
, 2
Talent (potential) management
, 90–93
Teamwork
, 24
Theory of leader–member exchange (LMX)
, 71, 72
Theory of motivation
, 82–83
Top management position
, 17–18
Transcendent motivation
, 82
Transformation
, 17
Transformational projects
, 21
Transformers
, 18
Tribes: We Need You to Lead Us (Godin, Seth)
, 69
VivaVisión
, 265–266
business plan
, 274
call from Grupo Luna
, 264–265
day-to-day
, 275–282
first steps in profession
, 259–262
on plane
, 282–286
plans and objectives
, 280–282
from Sony to Masficción
, 262–263
television market in Spain
, 266–271
Voice of data
, 37–38
West Line
, 209–210
career at
, 216–219
closer to CEO
, 219
getting into management
, 223–228
Guillermo
, 231–232
memories of Africa
, 213–215
Oliva, Guillermo
, 212–213
period of mergers
, 215–216
transition phase
, 220–223
victim of success
, 228–230
Yolanda Cruz
, 157
See also Health & Beauty (H&B)
- Prelims
- 1 Introduction: A Personal Adventure
- Part 1 Keys for Taking Charge
- 2 A New Identity: Developing a Different Perspective
- 3 Taking Charge and Change: Personal Performance
- 4 How to Prepare Taking Charge Effectively
- 5 Company Culture and Taking Charge: The Role of the Setting
- 6 People Management: The Core of Taking Charge
- 7 Landing into a Merger: Putting People First
- Part 2 From Theory to Reality
- 8 Everyday Factors
- 9 First Managerial Stages: Yolanda Cruz in Health and Beauty
- 10 Changes and Promotions: Reiner Meinhold in Kölner Bank
- 11 The Second Take Off: People versus Results. West Line
- 12 Entering Top Management: Sybila Börjesson in Catek
- 13 Staying in the Job: General Manager of Contents in VivaVisión
- 14 A Career in International Landings: Andrés Cardó in Prisa Group
- 15 The Chairman’s Challenges: Eric Laborde in Pernod Ricard
- Epilogue: Leading Oneself
- Bibliography
- Index