Manager Redefined

Fülszöveg

MANAGEMENT AND LEADERSHIP have been with us since humans invented work. For most of the last two decades, however, the manager position has been under direct assault. It's become a ragged conglomeration of pieces and parts, designed to do too many things and engineered to do none of them well. People both higher and lower in the organizational hierarchy question its value, resent the authority it confers, and criticize the competence of the people who do it.
In Manager Redefined, Tom Davenport and Stephen Harding look at the picture differently. They view supervisors and managers as centers of insight and influence, underappreciated in many organizations, but endowed nevertheless with the potential to make dramatic contributions to enterprise success. The authors challenge readers to consider the power embedded in their managers' accumulated knowledge and experience. Building and unleashing that power is the authors' aim in Manager Redefined.
Davenport and Harding make the case... Tovább

Fülszöveg

MANAGEMENT AND LEADERSHIP have been with us since humans invented work. For most of the last two decades, however, the manager position has been under direct assault. It's become a ragged conglomeration of pieces and parts, designed to do too many things and engineered to do none of them well. People both higher and lower in the organizational hierarchy question its value, resent the authority it confers, and criticize the competence of the people who do it.
In Manager Redefined, Tom Davenport and Stephen Harding look at the picture differently. They view supervisors and managers as centers of insight and influence, underappreciated in many organizations, but endowed nevertheless with the potential to make dramatic contributions to enterprise success. The authors challenge readers to consider the power embedded in their managers' accumulated knowledge and experience. Building and unleashing that power is the authors' aim in Manager Redefined.
Davenport and Harding make the case that executives and the Human Resources function should see managers as more than just message amplifiers, system executors, or (heaven forbid) a necessary evil required mainly to keep employees in line. They urge companies to think of their managers instead as potential sources of competitive advantage. They draw on data from the Towers Watson Global Workforce Study, as well as on examples from such companies as Intel, Cisco Systems, SAS, and Southwest Airlines, to create a blueprint for the new manager role. The authors also provide a sound and practical performance model that reflects both current workplace reality and enduring human traits. Vissza