Heike Bruch Book order

As you're well aware, your individual energy ebbs and flows--leading to high and low productivity cycles. Fail to manage your energy correctly, and you risk falling into traps including inertia, complacency, and frenzied, unfocused activity that only erodes the quality of your life.The same holds true for your entire organization. In Fully Charged, Heike Bruch and Bernd Vogel provide tools and strategies to help you manage your company's collective energy.First, diagnose your company's "energy state" using the Organizational Energy Matrix. By assessing the intensity (high or low) and the quality (positive or negative) of the energy in your enterprise, you discover which of four energy states your company is experiencing.Second, move your company out of dangerous states characterized by complacency, cynicism, aggression, withdrawal, and other perils. By applying practices mastered by companies as diverse as Airbus, Novartis, SAP, and Tata Steel, you can shift your firm into a state of high, positive energy--in which everyone is emotionally engaged, mentally alert, and working swiftly and productively toward critical goals.Practical and backed by extensive research, Fully Charged reveals how to continually refresh your company's energy--so it's always ready to tackle the next period of high demand.

Does your job seem like an endless `to-do' list that never gets you or your company anywhere? You know what you're supposed to focus on: cutting costs, improving efficiency, encouraging innovation. So why do critical goals consistently get eclipsed by fighting fires, answering emails, and other routine `busywork'? In this surprising and frame-changing book, management experts Heike Bruch and Sumantra Ghoshal argue that while the usual suspects overwhelming workloads, tight budgets, and unsupportive bosses play a role in managerial ineffectiveness, most of the blame lies in how managers approach their jobs. Based on a ten-year study of managerial behaviour in industries from banking to software to airlines to consulting, A Bias for Action reveals that only 10 per cent of managers work purposefully to get important work done. Bruch and Ghoshal show that the most effective managers succeed not because they possess unique characteristics or excel at motivating others but because they harness personal willpower through a potent combination of energy and focus.

Recent scholarship highlights the crucial role of action in management practice, pointing out the significant issue of the "knowing-doing-gap" where managerial action-taking is lacking. Despite the acknowledgment of its importance, the theoretical framework surrounding managerial action remains underdeveloped. Weick's observation from 1979 still resonates: managers are often seen as "doers," yet their actions are poorly understood. This study aims to enhance the understanding of managerial action, focusing on two key questions: What distinguishes managerial action from non-action? The findings reveal that effective leadership behavior is characterized by a combination of energy and focus. Purposeful action is marked by energetic behavior that is meaningful, self-starting, and effortful, while also being focused on long-term goals and discipline. The research, based on qualitative studies and a comprehensive literature review, led to a model explaining why some managers take action while others do not. Results indicate that managers are more likely to engage in purposeful action when they have specific, challenging goals and confidence in their ability to achieve them, alongside positive emotions and strong volition. Contextual factors, such as perceived choices, support from superiors, and positive relationships, also influence their likelihood to act.