Executive by Harry LevinsonExecutive by Harry Levinson

Executive

byHarry Levinson

Paperback | January 1, 1981

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Executives today encounter social, psychological, and technical problems undreamed of by their predecessors. To help meet these challenges, Levinson has written a thorough and timely revision of his acknowledged classic, The Exceptional Executive.

In Executive the author has added new material emphasizing the need for executive flexibility the ability to work with multiple constituencies, to mitigate tensions between middle and top management, to comprehend the social context within which business operates and to understand the needs of women and minorities. He has also added fourteen case studies that illuminate these major themes and problems.

Title:ExecutiveFormat:PaperbackDimensions:382 pagesPublished:January 1, 1981Publisher:Harvard

The following ISBNs are associated with this title:

ISBN - 10:0674273966

ISBN - 13:9780674273962

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Table of Contents

PART 1: DEFINING THE PROBLEM

1. Tomorrow's Executive

2. The Reinvestment of Human Drives

3. The Purposes Served by Organizations

4. Reflections of the Culture

5. What the Executive Doesn't See

PART 2: REDEFINING LEADERSHIP

6. The Tasks of Top Management

7. The Business as an Educational Institution

8. The Role and the Learners

9. The Executive as Teacher

PART 3: MOVING TOWARD ACTION

10. Ministration Needs

11. Maturation Needs

12. Mastery Needs

PART 4: MOVING WITH CHANGE

13. Change: The One Constant

14. You Can't Win Them All

15. Strengthening the Organization

Epilogue

Notes

Index

From Our Editors

In this revision to The Exceptional Executive, the author has added new material emphasizing the need for executive flexibility--the ability to work with multiple constituencies, to mitigate tensions between middle and top management, to comprehend the social context within which business operates, and to understand the needs of women and minorities.

Editorial Reviews

Enlarges our understanding of the reasons for the disquieting1y poor performance of the American economy since the late 1960s Harry Levinson, one of the leaders of the humanrelations school of management, urges executives to become teachers and mentors.