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Guidelines for Excellence in Management: The Manager's Digest [Kietas viršelis]

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  • Formatas: Hardback, 238 pages, aukštis x plotis x storis: 239x193x28 mm, weight: 749 g
  • Išleidimo metai: 13-Aug-2004
  • Leidėjas: South-Western
  • ISBN-10: 0324271492
  • ISBN-13: 9780324271492
Kitos knygos pagal šią temą:
Guidelines for Excellence in Management: The Manager's DigestDidesnis paveikslėlis
  • Formatas: Hardback, 238 pages, aukštis x plotis x storis: 239x193x28 mm, weight: 749 g
  • Išleidimo metai: 13-Aug-2004
  • Leidėjas: South-Western
  • ISBN-10: 0324271492
  • ISBN-13: 9780324271492
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9780324271492.html
Raktažodžiai:
Ivancevich (organizational behavior, University of Houston) and Lidwell (Applied Management Sciences Institute) provide concise guidelines on the practice of management, distilled from the 75-year history of research in the field. For the convenience of busy managers, each guideline is presented in one page or less, and guidelines are grouped in sections on direction, execution, and people. The book can be used to train managers and employees, evaluate organizational practices, and support decisions. The book will also be useful for MBA students. Annotation ©2004 Book News, Inc., Portland, OR (booknews.com)

Guidelines for Excellence in Management: The Manager s Digest provides the definitive standard, in the form of research-based guidelines, for successfully and efficiently dealing with managerial situations and dilemmas. While many management books are anecdotal in nature - based mostly on personal experience or the latest fad - this practical, resourceful new book uses solid research to establish standards of management. Prescriptive - not descriptive - it establishes valid management standards based on a thorough search of the top research in management. This comprehensive reference tool includes works from some of the field s most respected authorities. A first and definitive step in establishing standard ?best practices? in management, this book provides readers with concise, unqualified guidance on the effective practice of management. Managers who follow these guidelines will, on average, be more effective than managers who do not. Organizations that follow these guidelines will, on average, outperform organizations that do not. An invaluable guidebook for novice and seasoned manager alike, Guidelines for Excellence in Management: The Manager s Digest is an essential resource for executives, directors, and managers at every level.

Foreword xi
Contributors xiii
Use xv
Acknowledgments xvii
1.0 Direction 1(62)
1.1 Strategy
2(16)
1.1.1 Know what business you are in
3(1)
1.1.2 Do not manage organizations like investment portfolios
4(1)
1.1.3 Manage for the long term-even when it hurts in the short term
5(1)
1.1.4 Favor offense over defense
6(1)
1.1.5 Respond faster than competitors
7(1)
1.1.6 Use the competition as a source of free research and development
8(1)
1.1.7 Embrace management fads with caution
9(1)
1.1.8 Act differently than the competition
10(1)
1.1.9 Grow the core business. Phase out noncore business
11(1)
1.1.10 Outsource noncore business functions only
12(1)
1.1.11 Consult with key people in the organization when creating strategic plans
13(1)
1.1.12 Regularly revisit, review, and revise strategic plans
14(1)
1.1.13 Incorporate multiple scenarios and contingencies in strategic plans
15(1)
1.1.14 Apply the 4+2 formula
16(1)
1.1.15 Do not hesitate to cannibalize existing products
17(1)
1.2 Leadership
18(19)
1.2.1 Cultivate a quiet and focused leadership culture
18(1)
1.2.2 Focus on the critical 20 percent when making decisions
19(1)
1.2.3 Communicate long-term goals in person
20(1)
1.2.4 Wander around
21(1)
1.2.5 Create a personal "anticipation registry"
22(1)
1.2.6 Create a sense of healthy urgency
23(1)
1.2.7 Apply policies consistently to all levels of management
24(1)
1.2.8 Set challenging but attainable goals
25(1)
1.2.9 Favor reducing barriers over increasing pressure
26(1)
1.2.10 Actively support training and development
27(1)
1.2.11 Declare a revolution when radical change is required
28(1)
1.2.12 Avoid the principal-principal problem
29(1)
1.2.13 Create synergies in mergers and acquisitions
30(1)
1.2.14 Downsize in one dramatic event-not gradually
31(1)
1.2.15 Use moral management as the primary leadership approach
32(1)
1.2.16 Use coaching to enhance executive performance
33(1)
1.2.17 Be empathetic
34(1)
1.2.18 Explain the reasons behind decisions honestly
35(1)
1.2.19 Focus on meeting (not exceeding) customer expectations
36(1)
1.3 Governance
37(26)
1.3.1 Ensure that a majority of directors come from outside the organization
37(1)
1.3.2 Focus on oversight and not micromanagement
38(1)
1.3.3 Develop formal codes of conduct that affirm ethical values and behavior
39(1)
1.3.4 Observe a zero tolerance policy regarding discrimination
40(1)
1.3.5 Institute a formal process of evaluating board performance
41(1)
1.3.6 Institute a formal process of evaluating organizational performance
42(1)
1.3.7 Appoint an audit committee comprised of independent directors
43(1)
1.3.8 Enable directors to have access to managers below CEO level
44(1)
1.3.9 Institute a formal compliance program
45(1)
1.3.10 Establish a red-flag monitoring program
46(1)
1.3.11 Distribute background information for upcoming board meetings in advance
47(1)
1.3.12 Link director compensation to board performance
48(1)
1.3.13 Provide strategic direction while also overseeing strategy implementation
49(1)
1.3.14 Establish a policy addressing whistle-blower protection
50(1)
1.3.15 Appoint a nominating committee to screen and select director candidates
51(1)
1.3.16 Limit the number of boards on which directors can serve
52(1)
1.3.17 Establish and enforce a minimum level of board meeting attendance
53(1)
1.3.18 Establish and maintain a CEO succession plan
54(1)
1.3.19 Provide corporate governance policies to shareholders
55(1)
1.3.20 Provide training for directors
56(1)
1.3.21 Ensure that directors have input regarding board and committee meeting agendas
57(1)
1.3.22 Limit the number of directors to between 8 and 14
58(1)
1.3.23 Appoint different people as chairperson and CEO
59(1)
1.3.24 Adjust board meeting frequency to meet the needs of the organization
60(1)
1.3.25 Integrate stakeholder concerns into the mission and practice of the organization
61(1)
1.3.26 Consider the interests of all stakeholders-not just managers and shareholders
62(1)
2.0 Execution 63(38)
2.1 Process
64(19)
2.1.1 Measure performance in simple, nonintrusive ways
65(1)
2.1.2 Build in evaluative guideposts for new ventures with long time horizons
66(1)
2.1.3 Assign a representative group to make decisions when "buy-in" is key
67(1)
2.1.4 Assign an individual expert to make decisions when efficiency is key
68(1)
2.1.5 Determine the partitionability of tasks before adding resources
69(1)
2.1.6 Ritualize the practice of project debriefings and self-evaluation
70(1)
2.1.7 Schedule a "halftime" at the midpoint of projects
71(1)
2.1.8 Keep written communications short and simple
72(1)
2.1.9 Communicate important messages in multiple ways
73(1)
2.1.10 Create and follow an explicit agenda at every meeting
74(1)
2.1.11 Document meeting events and action items
75(1)
2.1.12 Explain why change is necessary before implementation
76(1)
2.1.13 Clearly communicate what will and will not change
77(1)
2.1.14 Develop an exit strategy for outsourcing agreements
78(1)
2.1.15 Use benchmarking to improve organizational practice
79(1)
2.1.16 Share experience and best practices across business units
80(1)
2.1.17 Assess training needs before implementing a training program
81(1)
2.1.18 Strive to eliminate all forms of excess and waste
82(1)
2.2 Structure
83(9)
2.2.1 Simplify systems and procedures
83(1)
2.2.2 Centralize policy and decentralize management
84(1)
2.2.3 Insulate research and development teams from market feedback and internal politics
85(1)
2.2.4 Design jobs that possess high-core job dimensions
86(1)
2.2.5 Provide employees with "whole" tasks
87(1)
2.2.6 Separate responsibility for task completion from responsibility for task assistance
88(1)
2.2.7 Maintain an up-to-date organizational chart
89(1)
2.2.8 Actively support telecommuting or do not use it at all
90(1)
2.2.9 Institute formal, direct lines of communication between executives and employees
91(1)
2.3 Teams
92(9)
2.3.1 Set direction about ends, but not means
92(1)
2.3.2 Keep teams small
93(1)
2.3.3 Keep teams together-they only get better with time
94(1)
2.3.4 Ensure that new teams realize early success
95(1)
2.3.5 Emphasize fairness
96(1)
2.3.6 Ensure the contribution of all team members
97(1)
2.3.7 Create a war room for projects requiring high levels of interaction
98(1)
2.3.8 Favor group-based rewards over individual-based rewards
99(1)
2.3.9 Structure common tasks and share rewards to improve group cohesion
100(1)
3.0 People 101(52)
3.1 Acquisition
101(11)
3.1.1 Hire internally when qualified candidates are available
103(1)
3.1.2 Implement a coworker referral program
104(1)
3.1.3 Provide job candidates with a realistic job preview
105(1)
3.1.4 Use psychometric tools as guides only
106(1)
3.1.5 Consider general mental ability in hiring practices
107(1)
3.1.6 Use situational interviews
108(1)
3.1.7 Consider high-performance personality traits in hiring practices
109(1)
3.1.8 Inform job applicants of reference checks
110(1)
3.1.9 Focus on cultural fit and value congruence
111(1)
3.2 Retention
112(16)
3.2.1 Treat employees as assets of the organization, not costs
112(1)
3.2.2 Hold managers accountable for employee retention
113(1)
3.2.3 Ensure that employees understand their benefits
114(1)
3.2.4 Conduct exit interviews when employees resign
115(1)
3.2.5 Honor the past
116(1)
3.2.6 Use the past as a source for inspiration and instruction
117(1)
3.2.7 Create environments where employment security is assured
118(1)
3.2.8 Create an environment that is work/life friendly
119(1)
3.2.9 Treat employees the same
120(1)
3.2.10 Seek ways to minimize stress
121(1)
3.2.11 Develop systems that ensure organizational fairness and justice
122(1)
3.2.12 Deal with morale problems
123(1)
3.2.13 Do not avoid or suppress conflict-manage it openly
124(1)
3.2.14 Build trust in organizations
125(1)
3.2.15 Consider layoffs as a cost-reduction method of last resort
126(1)
3.2.16 Favor market-based compensation for base salaries
127(1)
3.3 Development
128(11)
3.3.1 Use performance appraisals for employee development only
128(1)
3.3.2 Meet with employees on a regular basis to discuss performance
129(1)
3.3.3 Cultivate creativity, risk taking, and contrarian thinking
130(1)
3.3.4 Implement a volunteer-only mentor program
131(1)
3.3.5 Implement career development programs
132(1)
3.3.6 Use multisource feedback to evaluate performance
133(1)
3.3.7 Avoid similar-to-me bias
134(1)
3.3.8 Favor developing strengths over correcting weaknesses
135(1)
3.3.9 Create a culture that is receptive to continuous change
136(1)
3.3.10 Empower employees with authority and accountability
137(1)
3.3.11 Emphasize "learning from experience" to develop leadership
138(1)
3.4 Productivity
139(14)
3.4.1 Put employees first. Shareholder value will follow
139(1)
3.4.2 Avoid internal competition. Emphasize external competition
140(1)
3.4.3 Cultivate a stakeholder culture
141(1)
3.4.4 Minimize status distinctions
142(1)
3.4.5 Maintain a positive emotional climate
143(1)
3.4.6 Share the rewards of success with all employees
144(1)
3.4.7 Label different business and management eras
145(1)
3.4.8 Engage employees in organization-sponsored community outreach
146(1)
3.4.9 Actively promote team spirit in groups
147(1)
3.4.10 Emphasize listening in discussions and meetings
148(1)
3.4.11 De-emphasize the hierarchy of the organizational chart
149(1)
3.4.12 Focus on fixing problems, not punishing people
150(1)
3.4.13 Share key financial information with employees
151(2)
Afterword 153(4)
Appendix A 157(10)
Appendix B 167(6)
References 173(30)
Readings 203(4)
Index 207(14)
About AMSI 221