Through studies of actual cases of manager succession, Gabarro isolates those factors that cause managers to succeed or fail in new positions, including prior experiences and support from superiors, and the steps involved in mastering the situation. Winner of the Johnson, Smith &amp; Knisely Award for New Perspectives on Executive Leadership.

The Dynamics of Taking Charge

Business & Money

Gabarro, John J.

Management & Leadership

Harvard Business Review Press

Designed for a senior-level or first-year MBA course on organizational behaviour and human resource management, this text examines contemporary issues facing management such as drugs in the workplace, ethnic diversity, family and career and women in management.

Managing People and Organizations (Practice of Management Series)

In one of the first in-depth studies to focus on minorities who have made it to the top, Breaking Through examines the crucial connection between corporate culture and the advancement of people of color. American companies may tout their equal opportunity initiatives, but with 95% of all executive-level positions in the United States held by white males, most of these programs clearly fall far short of their goals when it comes to diversifying upper management. Yet, even in the face of such overwhelming odds, some minority executives do break through to the highest leadership ranks. What can we learn from these success stories? The often surprising conclusions drawn by authors Thomas and Gabarro represent important milestones both for the study of organizational practice and for minorities planning their own course of professional achievement. Here are the determining factors—both individual and organizational—that correspond to the advancement of minority executives to the highest levels.

Breaking Through: The Making of Minority Executives in Corporate America

THOMAS, David A.

Managing your boss: Isn't that merely manipulation? Corporate cozying up? Not according to John Gabarro and John Kotter. In this handy guidebook, the authors contend that you manage your boss for a very good reason: to do your best on the job―and thereby benefit not only yourself but also your supervisor and your entire company. Your boss depends on you for cooperation, reliability, and honesty. And you depend on him or her for links to the rest of the organization, for setting priorities, and for obtaining critical resources. By managing your boss―clarifying your own and your supervisor's strengths, weaknesses, goals, work styles, and needs―you cultivate a relationship based on mutual respect and understanding. The result? A healthy, productive bond that enables you both to excel. Gabarro and Kotter provide valuable guidelines for building this essential relationship―including strategies for determining how your boss prefers to process information and make decisions, tips for communicating mutual expectations, and tactics for negotiating priorities. Thought provoking and practical, Managing Your Boss enables you to lay the groundwork for one of the most crucial working relationships you'll have in your career.

Managing Your Boss (Harvard Business Review Classics)

Kotter, John P.

Business Culture

About the Author John J. Gabarro is the UPS Foundation Professor of Human Resource Management at Harvard Business School in Boston. Now retired, John P. Kotter was the Konosuke Matsushita Professor Leadership at Harvard Business School. Product Description Effective managers need to take time and energy to manage their relationships with their bosses. This effort can simplify their jobs by eliminating potential problems. The boss-manager relationship is one of mutual dependence between two fallible human beings. Managers must have a good understanding of themselves and their bosses and use this information to develop a healthy relationship compatible with both persons' work styles and expectations. They must seek out information about their boss's goals and pressures by being alert for opportunities to question the boss, and by paying attention to clues in his or her behavior. McKinsey Award Winner.

Managing Your Boss