Gerald Kraines
Accountability Leadership
How to Strengthen Productivity Through Sound Managerial Leadership
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Product: book
ISBN-10: 1-56414-551-4
ISBN-13: 9781564145512
Publisher: Career Press
Country:
Year: August 2001
Size: 15.93 x 23.57 x 2.16cm
Number of pages: 221
Weight: 531gr
Binding: hardback
ISBN-10: 1-56414-551-4
ISBN-13: 9781564145512
Publisher: Career Press
Country:
Year: August 2001
Size: 15.93 x 23.57 x 2.16cm
Number of pages: 221
Weight: 531gr
Binding: hardback
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Product Description
In Accountabililty Leadership, Gerald Kraines presents a radical and revisionist point of view in support of hierarchy and accountability as tools to boost organizational productivity.
In Accountabililty Leadership, Gerald Kraines presents a radical and revisionist point of view in support of hierarchy and accountability as tools to boost organizational productivity.
In his work consulting for major corporations throughout the country, Gerald Kraines consistently hears that 60% to 70% of any organization's potential effectiveness goes unrealized. If everyone in the organization were doing exactly what they were suppose to do and did so at full potential, imagine how much more effective companies could be!
Business leaders who employ the principles put forth in Accountability Leadership stand to multiply their chance of success and market leadership. Managers and their companies who have implemented this approach report such achievements as:
-Cross-functional team aligned, flexible, and adaptive--but also focused, disciplined, and accountable.
-Improved, free-flowing, and value-adding employee-manager communication.
-Accurate development of each employee's full potential.
reviews
If you are looking for a practical system 
for managing your organization, you won't find it here.
for managing your organization, you won't find it here.
Although the premise of the book seems attractive (abandoning »champions«, self-directed teams, and other nebulous vehicles of managerial abdication), the author presents little more than another fad, that of »accountability chains« wherein the employee (the subordinate, in the newspeak of Dr Kraines) and the boss, and perhaps the bosses boss meet and agree on the »QQTR« (quality, quantity, time and resources) of everything, holding strictly to accountability, nothing more, nothing less with »no surprises« and the assumption that the entire chain will somehow hold together, weak links and all. Perfectly logical, perfectly inflexible and rather absurd, given the nature of business, economy, war, bankruptcy, layoffs and all of the other unpredictable events the company is likely to deal with.
Much of the book seems to be an ad for the Levinson Institute for which the author is CEO. I found particularly disheartening a large section dealing with the selection and cultivation of future leaders based on a sort of »corporate IQ concept« in which candidates' ability to handle role complexity is quantifiable by studying 10 year charts of their progression in the company. The author's idea is that leaders are identifiable by this trajectory and fall so neatly into it that human resources professionals can simply run the numbers (using software developed by the Levinson Institute, of course) to objectively select the future top managers.
The book is great for quips and throwaway lines, but startlingly weak on proven practical examples of the application of the accountability approach. The basic idea seems sound, but I suspect that if applied as the Doctor orders, the cure may be worse than the disease.
A Solid Effort! 
Author Gerald Kraines addresses a neglected area of management and lays out practical, important prescriptions for turning accountability into a linchpin of a thriving organization. Unfortunately, his solid counsel reads like an especially turgid graduate-level textbook. While all the ideas in this book are useful and many are extremely valuable, they're obscured by the heavy use of jargon (much of it self-defined, so the book often seems to be written in its own unique language). As a result, even though it is only some 220 pages, readers may give up, defeated by stretches of nearly impenetrable text. Kraines, who builds on the work of Elliott Jaques, tries to open doors with accessible case studies, but he soon lapses back into his specialized vocabulary. As a result, we from getAbstract believe the full text will interest mainly a very specific audience: business students and professors, theorists, consultants and high-level managers at large organizations may want to look up particular chapters for details and context. Even if you don't have the stamina for the whole tome, hang in there for the gems.
Author Gerald Kraines addresses a neglected area of management and lays out practical, important prescriptions for turning accountability into a linchpin of a thriving organization. Unfortunately, his solid counsel reads like an especially turgid graduate-level textbook. While all the ideas in this book are useful and many are extremely valuable, they're obscured by the heavy use of jargon (much of it self-defined, so the book often seems to be written in its own unique language). As a result, even though it is only some 220 pages, readers may give up, defeated by stretches of nearly impenetrable text. Kraines, who builds on the work of Elliott Jaques, tries to open doors with accessible case studies, but he soon lapses back into his specialized vocabulary. As a result, we from getAbstract believe the full text will interest mainly a very specific audience: business students and professors, theorists, consultants and high-level managers at large organizations may want to look up particular chapters for details and context. Even if you don't have the stamina for the whole tome, hang in there for the gems.
Availability 
This fine, controversial book has been reprinted due to popular demand, and is solely available through The Levinson Institute, at levinson@levinsoninst.com
This fine, controversial book has been reprinted due to popular demand, and is solely available through The Levinson Institute, at levinson@levinsoninst.com
Breaking New Ground
This is a book that breaks new ground, a book that Business America would do well to heed.
This is a book that breaks new ground, a book that Business America would do well to heed.
A Solid Read!
Author Gerald Kraines addresses a neglected area of management and lays out practical, important prescriptions for turning accountability into a linchpin of a thriving organization. Unfortunately, his solid counsel reads like an especially turgid graduate-level textbook. While all the ideas in this book are useful and many are extremely valuable, they're obscured by the heavy use of jargon (much of it self-defined, so the book often seems to be written in its own unique language). As a result, even though it is only some 220 pages, readers may give up, defeated by stretches of nearly impenetrable text. Kraines, who builds on the work of Elliott Jaques, tries to open doors with accessible case studies, but he soon lapses back into his specialized vocabulary. As a result, we believe the full text will interest mainly a very specific audience: business students and professors, theorists, consultants and high-level managers at large organizations may want to look up particular chapters for details and context. Even if you don't have the stamina for the whole tome, hang in there for the gems.
Author Gerald Kraines addresses a neglected area of management and lays out practical, important prescriptions for turning accountability into a linchpin of a thriving organization. Unfortunately, his solid counsel reads like an especially turgid graduate-level textbook. While all the ideas in this book are useful and many are extremely valuable, they're obscured by the heavy use of jargon (much of it self-defined, so the book often seems to be written in its own unique language). As a result, even though it is only some 220 pages, readers may give up, defeated by stretches of nearly impenetrable text. Kraines, who builds on the work of Elliott Jaques, tries to open doors with accessible case studies, but he soon lapses back into his specialized vocabulary. As a result, we believe the full text will interest mainly a very specific audience: business students and professors, theorists, consultants and high-level managers at large organizations may want to look up particular chapters for details and context. Even if you don't have the stamina for the whole tome, hang in there for the gems.
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