Basic Chapter Summaries of Principles of Management Based on Koontz and O'Donnell's Book
4 Ps of Management - 4 Essential Tasks in Business Management
Provide value (Customers) - Procure inputs (Suppliers) - Process inputs (Produce output using Production Facilities) - Provide Support to Production People (Within the Organization)
http://nraomtr.blogspot.com/2015/05/4-ps-of-management-4-essential-tasks-in.html
2022
The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work
Teresa Amabile, Steven Kramer
Harvard Business Press, 19-Jul-2011 - Business & Economics - 256 pages
What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.
As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day.
The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality.
Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.
2021
Management Articles for Starting the New Year
Five articles offer fresh thinking and insights for managing leadership transitions, bringing culture change, and learning through self-reflection.
MIT SMR Editors
December 27, 2021
Unpacking 5 Myths About Management
by Stephen Bungay
November 08, 2021
Summary.
In science the key question is “Is it true?” In management the key question is “Does it work?” But context is critical: Just because an idea works in a particular case does not mean it is a universal truth.
If you set a stretch goal, make sure that the organization has some stretch in it, or it will break. To execute a strategy, you need a dashboard covering a wide range of performance indicators. If you treat those indicators as your strategic goals, be very sure that what you are asking for is what you want, because it is what you will get. Your business needs a value proposition for employees as much as it needs one for customers. In developing one, think hard about what “talent” means for you and do not forget that the real challenge is building an organization that enables average people to deliver an above-average performance. Develop good leaders, but do not neglect the skills of management, for no-one can perform if they do not have the right resources in the right place at the right time. Reduce bureaucracy to a minimum, but make sure you have enough structure to distribute decision rights in a rational way and enough process to enable people to know how the organization will work. To deal with external unpredictability, you need internal predictability.
Ambitions, targets, talent, leadership, and culture are all important. But in each case, make sure that you’re using them rather than letting them use you.
What Does It Mean to Be a Manager Today?
Summary.
Managers are used to manage and evaluate the performance of employees who could carry out a particular set of tasks. But three disruptive, transformative trends are challenging traditional definitions of the manager role: Normalization of remote work, automation, and changing employee expectations. In a new era of management it’s less important to see what employees are doing and more important to understand how they feel. To be successful in this new environment, managers must lead with empathy. This will require organizations and their HR functions to develop their managers’ skills, awaken their mindsets to manage in new ways, and create the capacity across the organization to enable this shift. The authors present a holistic strategy that invests in all three of those strategies.
What Does It Mean to Be a Manager Today?
by Brian Kropp, Alexia Cambon, and Sara Clark
April 15, 2021
New research on management from Harvard Business School faculty on issues including management strategy, accountability, design and succession planning.
What are the HSE's Management Standards?
Health and Safety Executive's Management Standards
https://www.hse.gov.uk/stress/standards/
Build a Better Strategic Plan for Your Function
Turn your strategy into action with these tools and templates.
https://www.gartner.com/en/insights/strategic-planning
The Four Ways of Organizing Innovation (Interesting information)
May 17, 2021
https://www.europeanbusinessreview.com/the-four-ways-of-organizing-innovation/
Long-term resource planning in the high-tech industry: Capacity or inventory?
Dina Smirnov, Willemvan Jaarsveld, Zümbül Atan,Tonde Kok.
European Journal of Operational Research
Volume 293, Issue 3, 16 September 2021, Pages 926-940
https://www.sciencedirect.com/science/article/pii/S0377221720311243
ARE YOU DIRECTING OR REFLECTING?
https://kathleensmith.net/2021/04/09/are-you-directing-or-reflecting/
Employee Empowerment: Are You Doing it Right?
21 May 2021
https://blog.vantagecircle.com/employee-empowerment/
Strategic Empowerment in Human Resource Managementlocked
M. Taner Albayrak
and Alper Ertürk
https://doi.org/10.1093/acrefore/9780190224851.013.161
29 November 2021
https://oxfordre.com/business/view/10.1093/acrefore/9780190224851.001.0001/acrefore-9780190224851-e-161
Managerial control i.e. self-control and behavioral control, the moderating role
https://farapaper.com/wp-content/uploads/2021/09/Fardapaper-The-combined-effects-of-managerial-control-resource-commitment-and-top-management-support-on-the-successful-delivery-of-information-systems-projects.pdf
Control Freaks or Good Fathers? Revealing Entrepreneurial Motivation through Managerial Strategies.
Posted: 28 Sep 2021
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3931457
What’s Your Return on Visibility?
Companies need a new key performance indicator for advanced employee monitoring.
Michael Schrage
October 26, 2021
https://sloanreview.mit.edu/article/whats-your-return-on-visibility/
2019
Our Favorite Management Tips from 2019
Harvard Business Review Staff
December 20, 2019
https://hbr.org/2019/12/our-favorite-management-tips-from-2019
https://bcghendersoninstitute.com/winning-the-20s-the-science-of-change-95db378c5d91
https://www.strategy-business.com/blog/The-evolution-of-problem-solving?gko=9a381
https://www.mckinsey.com/business-functions/organization/our-insights/the-helix-organization
https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/improving-the-management-of-complex-business-partnerships
https://hbr.org/2019/02/mckinseys-three-horizons-model-defined-innovation-for-years-heres-why-it-no-longer-applies
https://www.bain.com/insights/the-bain-micro-battles-system/
What Management Needs to Become in an Era of Ecosystems
Richard Straub
June 05, 2019
https://hbr.org/2019/06/what-management-needs-to-become-in-an-era-of-ecosystems
https://sloanreview.mit.edu/article/older-and-wiser-how-management-style-varies-with-age/
The Power of Shared Beliefs
"When shared beliefs exist, effort, obstacles, sacrifice, and hardships are no longer measures of the challenge, but, instead, rallying cries to come together and deliver as a high-performance team." - Andrew Lambert, Vice President, Production and Supply Chain, SpaceX. In Preface to the book:
Building agile capabilities: The fuel to power your agile ‘body’
August 2019
https://www.mckinsey.com/business-functions/organization/our-insights/building-agile-capabilities-the-fuel-to-power-your-agile-body
3 Elements of Trust
Positive Relationships - Good Judgement/Expertise - Consistency
Jack Zenger is the CEO of Zenger/Folkman, a leadership development consultancy.
Joseph Folkman is the president of Zenger/Folkman.
They are coauthora of the October 2011 HBR article “Making Yourself Indispensable” and the book Speed: How Leaders Accelerate Successful Execution (McGraw Hill, 2016).
https://hbr.org/2019/02/the-3-elements-of-trust
The 2 Cs of management excellence
What is good management? For years at McKinsey, we have applied science and measurement to that question.
https://www.mckinsey.com/business-functions/organization/our-insights/the-organization-blog/the-2-cs-of-management-excellence
Improving the management of complex business partnerships
March 2019 | Article
https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/improving-the-management-of-complex-business-partnerships
2018
The agile manager
July 2018 | Article
https://www.mckinsey.com/business-functions/organization/our-insights/the-agile-manager
Management Tools & Trends
Five key trends emerged from Bain's survey of 1,268 managers.
By Darrell Rigby and Barbara Bilodeau
April 05, 2018
https://www.bain.com/insights/management-tools-and-trends-2017/
Getting Teamwork Right at the Top
C-suite teams with four specific traits beat the competition.
By Phil Kleweno, Imeyen Ebong and Paul Stansik
October 19, 2018
https://www.bain.com/insights/getting-teamwork-right-at-the-top/
The Leader's Guide to Corporate Culture
Boris GroysbergJeremiah LeeJesse PriceJ. Yo-Jud Cheng
HBR Jan - Feb 2018
https://hbr.org/product/recommended/an/R1801B-PDF-ENG
Productivity Focus of Management - Industrial Engineering
Taylor - Narayana Rao Principles of Industrial Engineering
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Download full paper: Full Paper - https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2569.pdf
June 2017
Change Management - How to manage the eight ‘change personalities’ at work?
https://www.theglobeandmail.com/report-on-business/careers/management/how-to-manage-the-eight-change-personalities-at-work/article35041096/
Making Decisions in Meetings
http://blog.lucidmeetings.com/blog/making-decisions-in-meetings
May 2017
How to Retain Employees Through 'Servant' Leadership
https://www.entrepreneur.com/article/289730
April 2017
By studying and writing on Principles of Management, I became the original author of Principles of Industrial Engineering, a Management Subject with foundation in engineering.
Basic and Detailed Principles of Industrial Engineering
http://nraoiekc.blogspot.com/2016/07/basic-principles-of-industrial.html
http://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2569.pdf
March 2017
Leaders have to manage the current activity to change it to make it better
http://www.managementexchange.com/story/first-line-manager-leaders-must-manager-lead
State of Readiness: Operational Excellence as Precursor to Becoming a High-Performance Organization
Joseph F. Paris Jr.Greenleaf Book Group, 16-May-2017 - Business & Economics - 400 pages
https://books.google.co.in/books?id=hx6QDgAAQBAJ
March 2016
Seven Quality management principles (QMPs)
by ISO - Read them compulsorily if you have not read so far.http://www.iso.org/iso/pub100080.pdf
One of the definitions of a “principle” is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. “Quality management principles” are a set
of fundamental beliefs, norms, rules and values that are accepted as true and can be used as a basis for quality management.
The QMPs can be used as a foundation to guide an organization’s performance improvement. They were developed and updated by international experts of ISO/TC 176, which is responsible for
developing and maintaining ISO’s quality management standards.
The seven quality management principles
QMP 1 – Customer focus
QMP 2 – Leadership
QMP 3 – Engagement of people
QMP 4 – Process approach
QMP 5 – Improvement
QMP 6 – Evidence-based decision making
QMP 7 – Relationship management
These principles are not listed in priority order. All are important and the relative importance
of each principle will vary from organization to organization and can be expected to change over time in the same organization.
Seven Principles of Supply Chain Management
Principle 1: Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 2: Customize the logistics network to the service requirements and profitability of customer segments.
Principle 3: Listen to market signals and align demand planning accordingly across the supply chain, ensuring consistent forecasts and optimal resource allocation
Principle 4: Differentiate product closer to the customer and speed conversion across the supply chain
Principle 5: Manage sources of supply strategically to reduce the total cost of owning materials and services
Principle 6: Develop a supply chain-wide technology strategy that supports multiple levels of decision making and gives a clear view of the flow of products, services, and information
Principle 7: Adopt channel-spanning performance measures to gauge collective success in reaching the end-user effectively and efficiently
http://www.supplychain247.com/paper/the_7_principles_of_supply_chain_management
Seven Principles of Change Management
Senders and Receivers
Resistance
Authority for Change
Value Systems
Incremental vs. Radical Change
The Right Answer Is Not Enough
Change Is a Process
https://www.prosci.com/change-management/thought-leadership-library/the-seven-principles-of-change-management
The APICS Principles of Operations Management consists of five classroom-based, instructor-led courses.
The Principles of Inventory Management
The Principles of Operations Planning
The Principles of Manufacturing Management
The Principles of Distribution and Logistics
The Principles of Managing Operations
A HBR article on Negotiation
https://hbr.org/2003/10/nice-girls-dont-ask/
Free Open Access Book
http://open.lib.umn.edu/principlesmanagement/TENDENCIES IN EVOLUTION OF 21ST CENTURY
MANAGEMENT
https://www.efst.hr/management/Vol20-Specissue/1-Buble%20-%20Management%20tendencies.pdf
THE PRINCIPLES OF MANAGEMENT OF EDUCATIONAL INNOVATIONS IN MODERN HIGHER EDUCATION INSTITUTION.
Source: In the World of Scientific Discoveries / V Mire Nauchnykh Otkrytiy . 2014, Vol. 60 Issue 11.11, p4244-4261. 18p.
Author(s): Danakin, N. S.; Shutenko, A. I.; Ospishchev, P. I.
Developing a Theory and Philosophy of Management
Chapter 1 of Pearson Book
https://www.pearsonhighered.com/assets/hip/us/hip_us_pearsonhighered/samplechapter/0205088155.pdf
November 2015
Innovation Excellence requires Ambidextrous Management
http://www.innovationexcellence.com/blog/2015/11/12/innovation-requires-ambidextrous-management/
September 2015
New and Updated articles in area
Systems Approach in Management - Very detailed treatment is now posted
http://nraomtr.blogspot.com/2014/12/systems-approach-in-approach.html
Execution is an important function of management
Planning and Execution - Theory and Practicehttp://nraomtr.blogspot.com/2015/09/planning-and-execution-theory-and.html
Resourcing is an important activity for all managers to accomplish set goals
http://nraomtr.blogspot.com/2012/03/resourcing-function-of-management.htmlMay 2015
Negotiation: What Makes the Right Business Deal
http://www.forbes.com/sites/ianaltman/2015/05/05/negotiation-what-makes-the-right-business-deal/
Get the Boss to Buy In.
By: Ashford, Susan J.; Detert, James. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p72-79.Middle managers gather valuable intelligence from direct contact with customers, suppliers, and colleagues; they can often see when the market is ripe for a certain offering, for instance, or spot signs that a partnership won't work. But in a top-down culture, they may not voice their ideas and concerns -- and even when they do, they often struggle to persuade the people at the top.
The authors suggest that middle managers should tailor their pitch to the goals, values, and knowledge of decision makers; frame the issue to show how it supports a strategic goal; manage emotions (their own and their audience's); get the timing right by, say, attending to a boss's preoccupations or watching larger trends; involve others, both in and out of their networks; and adhere to organizational norms, such as how leaders prefer to receive information.
MANAGING YOUR MISSION-CRITICAL KNOWLEDGE.
By: IHRIG, MARTIN; MACMILLAN, IAN. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p80-87. 8p. 2 Color Photographs, 2 Diagrams.Large-scale, sustainable growth is possible when people take insights from one knowledge domain and apply them in another -- when deep technical expertise in one business unit is applied in a different business unit, for example, or when a best-in-class marketing group pulls a product development unit into the 21st century by sharing market insights gleaned from customer data.
The authors describe how to map your organization's strategic knowledge. When knowledge assets are placed in a grid along two dimensions -- unstructured (tacit) versus structured (explicit) and undiffused (restricted) versus diffused (shared) -- it becomes easier to manage them for future competitive advantage.
Playbook - AMA NET
Interesting Source for Management Articleshttp://playbook.amanet.org/
Managing Power Dynamics in International Negotiations
BY YADVINDER RANA
About The Author: Yadvinder S. Rana is Professor of Cultural Management at the Catholic University in Milan, Italy, lecturer on intercultural negotiation and influence in leading international business schools, and founder of Neglob, a management consultancy firm that assists companies in international negotiations and global teams performance improvement. For more information about Rana and his new book, The 4Ps Framework: Advanced Negotiation and Influence Strategies for Global Effectiveness, please visit www.neglob.com.
http://playbook.amanet.org/managing-power-dynamics-in-international-negotiations/
The New Rules of Motivation: Unleash Employee Reciprocity
BY RODD WAGNER
About The Author: Rodd Wagner is the New York Times bestselling author of the new book Widgets: The 12 New Rules for Managing Your Employees As If They’re Real People (McGraw-Hill, April 2015).
http://playbook.amanet.org/the-new-rules-of-motivation-unleash-employee-reciprocity/
Only 10% are great managers.
Around 35% OK.
http://www.fastcoexist.com/3044630/this-may-not-surprise-you-only-10-of-managers-have-what-it-takes-to-be-managers
Principles of Management - Subject Update - 2014
Updated 30 Dec 2021, 26 Dec 2019, 26 October 2019, 29 March 2019, 19 Sep 2017, 7 June 2017, 7 May 2017, 8 April 2017, 12 March 2017, 26 Mar 2016, 16 Feb 2016, 11 Dec 2015
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