Until his retirement, Gabriel Hevesi was Managing Partner of Target Ltd., a management consulting firm, based in Brazil. During 50 years of front-line business experience in three countries, he has been exposed to many different cultures and situations in different positions. His career ranges from running a small manufacturing operation (his own), general management of a large textile industry, to being architect, CEO, and country manager of a $200 million subsidiary of a large international corporation. He was elected Honorary Citizen of the State of Rio de Janeiro by the State Legislative Assembly in 1974. Mr. Hevesi studied economics in his native Hungary and graduated in textile engineering in Switzerland.
INTRODUCTION
COMMON SENSE AND SOUND JUDGMENT
MANAGEMENT IDEAS
CHOOSING MANAGEMENT IDEAS
KNOW YOURSELF
LEARNING ABOUT YOURSELF
MANAGERS LEAD
MEETING THE CHALLENGES
CONVENTIONAL METHODS ARE NOW OUTMODED
RISK MANAGEMENT, CRISIS MANAGEMENT, WORK ETHICS AND SOCIAL RESPONSIBILITY
RISK MANAGEMENT AND CRISIS MANAGEMENT
AVOID UNNECESSARY RISK
WORK ETHICS
CORPORATE SOCIAL RESPONSIBILITY 'CSR'
THE GREATEST RISK
WHAT MAKES A LEADER?
A LEADER MAKES CHANGE HAPPEN
LEADERS COACH
LEADERS MOTIVATE
LEADERS COMMUNICATE AND LEAD CHANGE
WHAT DIFFERENTIATES LEADERS FROM MANAGERS?
THE QUALITIES OF A LEADER
THE EMERGING PROFILE OF A LEADER
THE PROFILE OF A DEMAGOGUE
THE MAGIC FORMULA
LEADERS COMMUNICATE
COMMUNICATING TODAY
REAL COMMUNICATION
A WARNING
THE INTERVIEW
THE PRESS
LISTENING
RESULT ORIENTED BEHAVIOR
BEHAVIOR PATTERNS
PREPARATION
MEETINGS
HOW TO GET MORE OUT OF MEETINGS
A GOOD LEADER
UNSTRUCTURED MEETINGS
MAKING A PRESENTATION
LEADERS ARE TEAM BUILDERS
WHY A TEAM? WHAT ARE THE ADVANTAGES OF A TEAM? WHAT MAKES A TEAM? TYPES OF TEAMS
TEAM PROFITS
OUTWARD-LOOKING
INWARD-LOOKING
PERCEIVING AND JUDGING
LEADERS PLAN
THE PLANNING PROCESS
STRATEGIC PLANNING
THE BUSINESS PLAN
THE SHORT -TERM PLAN
EFFICIENCY LEADERS
SEEING THE OPPORTUNITY IN COST
EMPLOYMENT COST
MATERIAL COST
EQUIPMENT, WORKING CAPITAL AND PROCESS COST
TIME, QUALITY, AND SIMPLIFICATION
CHANGE LEADERS
7 TIPS FOR SUCCESSFUL ORGANIZATIONAL CHANGES
1. PLANNING
2. MOTIVATION
3. COMMUNICATION
4. INVOLVEMENT
5. TRUST
6. CONTINGENCIES
7. EXECUTION
LEADERS MAKE DECISIONS
DECISION MAKING
NEGOTIATING AND PROBLEM SOLVING
EXPERIENCE
THE LEADER AND THE STAKEHOLDER
TREND LEADERS
MANAGEMENT BY OBJECTIVES
TOTAL QUALITY MANAGEMENT
PROCESS REENGINEERING
WORKFLOW TECHNIQUE
BENCHMARKING
WHICH TO CHOOSE? OTHER TRENDS -HR, MANUFACTURING, ACCOUNTING
INVERSE EVALUATION
DIMINISHING EMPLOYEE LOYALTY
CELLULAR MANUFACTURING
ACTIVITY?BASED ACCOUNTING
EMERGING TRENDS
WORLD LEADERS
MULTINATIONAL ORGANIZATIONS
A FEW WORDS ON GLOBALIZATION
THE OTHER SIDE OF THE COIN
PARTNERSHIPS, STRATEGIC ALLIANCES, MERGERS & ACQUISITIONS
HOW TO HANDLE MERGERS? WHAT COMES NEXT? FINAL CHECKLIST FOR CHAPTERS 1-15
LEVELS OF LEADERSHIP
TO FUTURE LEADERS
CONCLUSION
