The 2008 Pfeiffer Annual: Management Development -- Contents -- Preface -- Introduction to The 2008 Pfeiffer Annual: Management Development -- Introduction to the Planning Section -- Managing Cultural Transformation -- Cultural Transformation -- Scale of Change -- Communication -- A Case Study in Action: MiddleAmerica Regional Hospital -- Epilogue: Cultural Transformation in Process -- Appendix: Service Leadership: Managing Communication Competencies ( SLMCC) -- The Impact of Spirituality on Organizational Culture -- Spirituality in the Corporate World -- A Spiritual Premise -- Spirituality in the Workplace -- Why the Interest in Spirituality? -- What Is Spirituality for the Leader? -- The Interaction of the Spiritual Being with the Corporate Body -- Relationship Between Spirituality and Business at SWA -- Spirituality in the Workplace Orientation Program -- A Final Word -- Strategy Execution Through Education -- Why Ingersoll Rand University? -- Background -- Why Not Use the Traditional Business School Programs? -- Leadership Development Philosophy -- Target Audience -- Program Offerings -- How the Courses Are Developed -- Connecting Know-Do-Believe with Strategy -- Program Design -- Learning as a Process -- How Well Does It Work? -- Conclusion -- Executing Change at the Speed of Insight -- The Case for Executing with Insight -- The Journey to Insight Through HCA -- A Case Study in Rapid HCA Implementation -- Convergence and Confluence: A Merging of Disciplines -- Acknowledgments -- Using the Myers-Briggs Type Indicator ® to Develop Managers and Leaders -- Overview of the MBTI -- Overview of Personality Type -- Personality Type in Organizations -- Communication and Conflict Resolution -- Problem Solving and Decision Making -- Managing Teams and Organization Development -- Developing Managers and Leaders.

Applying the MBTI to Management Development -- Administering the MBTI -- Closing Comments -- Introduction to the Organizing Section -- Beyond Talent Management -- Managers on the Front Line -- Talent Leadership Accountabilities -- Attracting the Right Employees -- Retaining Productive, Engaged Employees -- Transitioning Employees -- The Role of Senior Leaders -- Conclusion -- Social Media -- Social Media: A Definition -- Social Media in Action -- Active Versus Passive Candidates -- Types of Social Media Used in Hiring and Recruiting -- On the Leading Edge: Combining Blogs with Job Search Technology -- Pulling It All Together -- Creating a Manager's Resource Guide -- Obtaining Resources -- Defining the Type of Resource Needed -- Establishing a Successful Resource Relationship -- Creating a Network -- Ideas for Generating Resources -- Summary -- Making Telework Work -- Making Telework Work -- Benefits Associated with Telework -- Issues, Obstacles, and Guidelines -- Telework in Action: Telework at Merrill Lynch -- Telework in Action: Telework at Putnam Investments -- Conclusion -- The Manager's Role in Human Resource Management -- The Manager's Role in HR Management -- Conclusion -- Getting Your People to Be Team Players -- Things Team Players Do -- Observe What's Going On in the Team -- Encourage Creative Problem Solving -- Help Build a Climate of Dialogue -- Summary -- Introduction to the Leading Section -- Jessica and Jason Meet Maslow -- Maslow's Hierarchy of Needs -- Criticism of the Theory -- Who Are Gen Y? -- Gen Y and the Pyramid -- Implications for Managers -- Managing Gen Y -- Conclusion -- Between the Lines -- Process Observation and Executive Coaching -- Defining Process Observation -- The Ping-Pong Game -- Coaching for the Development of Process Knowledge -- The Benefits of Process Observation -- e-Leadership.

Changing Times and Technology -- e-Leadership -- e-Leadership Strategies -- Implementation Concerns -- Requirements for Using Technology -- e-Tools -- e-Leadership in Action Scenarios -- Challenges for Business e-Leaders -- Conclusions -- Working Effectively in Global Environments -- A Cross-Cultural Leadership Model -- The Study -- Understanding and Gaining From Differences -- Working with an Example -- Conclusions -- Building Leadership -- Individual Coaching Starts the Journey -- Developing Values and Standards: Taking a Stand -- Next Phase of Leadership Development -- More Feedback for Senior Management -- Ranking the Directors -- Scholarships for Advanced Education Degrees -- Succession Planning -- Building the Leadership Academy Program -- The Leadership Academy Sessions -- Post-Graduation -- Introducing New Managers -- Assessing the Leadership Development Process -- Summary -- Cultivating Confidence to Face New Challenges -- The Challenge -- Building Self-Confidence -- Employees' Responsibility -- Management's Responsibility -- Performance Evaluations -- Introduction to the Coordinating Section -- How to Be a More Effective Decision-Maker -- Decision-Making Styles -- Two Dimensions of Executive Decision-Making Styles -- Executive Decision Making and Situational Leadership Theory -- Situational Decision Making -- Barriers to Effective Decision Making -- Conclusion -- Attention-Challenged Leaders -- Why Today's Leaders Are Attention-Challenged -- How to Recognize Attention-Challenged Behaviors -- The Answer Lies in Fast and Focused Communications -- And the End of the Story? -- The Role of Leadership in an Effective Employee Orientation Program -- The Role of the Leadership Team -- Expectations -- Coaching and Mentoring Competencies -- Contributors -- About the Editor -- How to Use the CD-ROM -- System Requirements -- Using the CD with Windows.

In Case of Trouble -- Pfeiffer Publications Guide.