How to Manage in a Flat World VitalSource eText: Get connected to your team - wherever they are : 9780273741244

How to Manage in a Flat World VitalSource eText: Get connected to your team - wherever they are

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Pearson United Kingdom
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About the book

Thanks to the internet and a globalising economy, businesses today are often stretched across different locations and different time zones, and increasingly communicate online rather than face-to-face. For a manager, it is very hard to manage and motivate a team that spans continents. Managing in a Flat World gives today's manager much-needed advice on how to communicate, manage and motivate in the flattened company and how to operate effectively in the flat world.

Within this book, authors Susan Bloch and Philip Whitely expose insights from in-depth interviews and research with managers and leaders in global businesses to show the successes, struggles and triumphs amid a constant battle for balance within a changing world, based on technology. You can learn from their experience how best to collaborate as teams and groups within the flat economy, how to equip yourself as a team leader or team member with fresh ideas on ways of working with your colleagues so as to make the most of the advantages that the networked world can offer.


Table of contents

Foreword    xi

Acknowledgments    xiii

About the Authors    xv

Preface    xvii

Introduction    xix

Part I    The Team

1    “Flat” Teams Need Direction    3

Key Points    3

Followership    4

Getting into Focus    5

Leading out of the Darkness of Ambiguity    6

Behind the Scenes: Teams in Synch with the Business    9

Unity of Focus in Complex Teams    11

Case Study: Coca-Cola: RIP the Department Silo    14

Clusters    15

Case Study: Shell Retail: Huge Workforce in a Dispersed Operation    17

Do We All Have to “Bond”?    20

Case Study: United Biscuits    22

If We Don’t Know Where We Are Going, We Will Probably End Up Somewhere Else    25

Your Own Human Internet    26

Learning Points: High Performance with a Globally Dispersed Team    27

2    The Medium and the Message    29

Key Points    29

What Do We Get from “Being There”?    31

Video-Conferences: An Irritation    33

Why Are We Here?    35

Face-to-Face Can Be Powerful but Must Be Used Well    36

All Businesses Are People Businesses    38

A Level Playing Field in the Same Room    39

An International Team Can Really Fire    41

Benefits to Being the Virtual Stranger    42

Will Face-to-Face Become a Luxury?    44

Are There Hidden Advantages to the Virtual Connection?    47

Native or Nonnative English? Some Notes on Language    49

Onward with Travel    51

Learning Points: How to Get the Meeting Structure Right    51

3    Does Culture Still Matter?    53

Key Points    53

Is There a Generation Y?    57

Is It Really Culture?    59

In Which Ways Do We Differ?    60

In Which Ways Are We All the Same?    61

Individual Case Study: Monika Altmaier, Project Leader Internationalization, Siemens Business Services    63

Group Case Study: European Top Team    66

Defying the Stereotypes: WL Gore & Associates in China    67

Culture Clash Based on Profession    70

Learning Points: Tips to Avoid Stereotyping    72

4    Engage Leadership Skills: Command and Control

Doesn’t Work    73

Key Points    73

Can Empowerment and Control Live Together?    74

Can You Learn, Unlearn, and Relearn?    78

How Do You Set Limits?    79

Managing the Bosses: Where Does Followership Fit in?    81

Quality of Relationships, Not Formulae    82

Learning Points: How to Improve Leadership Skills    83

5    Teams Are Not Self-Assembly    85

Key Points    85

What Are Those Special Ingredients?    86

Search Agent    87

Looking for the Global Mindset    87

How Important Is Fluent English?    90

The Hunt for Talent: Recruiting via Networks    91

Building the Right Culture Will Attract the People You Want    94

Learning Points: Guiding Principles for International Recruitment    96

Part II    The Individual

6    EQ Is Not Enough: Intelligence Matters    99

Key Points    99

LVMH: Understanding the Market    102

Alstom: Building Long-Term Connections    104

It Is Not Always Enough to Be a Virtual Leader    105

Understanding the World: Changes That Creep Up on Us    106

Wake Up: The Paradigm Has Already Shifted    108

How Do We Make Learning Continuous?    111

Learning Points: How to Combine Strategic and Conceptual Thinking for Effective Leadership    113

7    Keeping a Life: Questions of Balance in the Flat World    115

Key Points    115

Meeting Face-to-Face Sends a Positive Message    117

Do We Have to Leave the Real Me at the Door?    118

Do We Have to Have the Maximum Everything?    123

Is Multitasking Really Possible?    124

“You Get Work-Life Balance Complaints When You’re Losing”    126

Learning Points: How to Improve Work-Life Balance    127

8    Ten Strategies for Managing in a Flat World    129

1 Leadership Style Needs to Become Empowering and Inspirational    131

2 A Flat World Means Flat Structures    132

3 Recruitment of the Right People Makes All the Difference    132

4 Always Show the Way    133

5 Communicate Often and Learn to Communicate Well    133

6 Teams Don’t Just Happen    134

7 Build Trust: It Is the Foundation of Strong Teams    135

8 Respect Cultural Differences    135

9 Work-Life Balance is the Blessing and the Curse of the Flat World    136

10 Become Part of the Human Internet    137

Implications for Boards, Managers, and Ordinary People    137

Managers Should Be Cut from a Different Cloth    139

Changing the Leadership Model    139

Ways of Being and Doing    140

Lessons from the Movies    141

Lumps and Bumps in the Flat World: What Would Make You Fail?    142

Using Both Sides of the Brain: Transforming Leadership    143

Conclusion: How to Be a Stand-Out Manager in a Flat World    145

The Three Cs of Success in the Flat World    146

A New Language for the Flat World    147

Notes    150

Index    151

Author biography

Susan Bloch. Over the past ten years Susan has assisted numerous organisations to build leadership capability and effective teams to ensure business success, coaching business leaders in manufacturing, financial services, construction, retailing and telecommunications. Clients include: Reuters, Prudential, Shell, Unilever, Philips, Sony, BT, Barclays, Standard Chartered and Accenture.

She has an MA in Psychology from Colombia University, and is a chartered psychologist. Susan is a fellow of Ashoka, a global charity that supports social entrepreneurs.

Philip Whiteley is a freelance author and journalist, specialising in management, with a particular focus on the management of people. He is the author of numerous books including Unshrink the People with Max Mckeown, and he and Susan are co-authors of Complete Leadership.

Philip contributes regularly to leading business titles, including Director, Personnel Today and Global HR and writes a weekly column in The Times on executive compensation, called Packages.

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