Micromanagement might not be such a bad thing, according to Thomas O. Davenport, writing for Bloomberg Businessweek. While the "neurotic, power-tripping variety drives employees crazy", well-executed micromanagement "gives them what they want and need to do their jobs well".
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There is a "profound misunderstanding" regarding the link between structure and performance, according to Marcia W. Blenko, Michael C. Mankins and Paul Rogers writing in Harvard Business Review.
Whitney Johnson offers some reasons why you shouldn't delegate on her HBR.org blog.
Based on her own experiences, Johnson outlines three situations where you should avoid delegation.
On his HBR.org blog, John Kotter puts forward the theory that conflict can actually help in getting an idea accepted.
This will come as a surprise to leaders who put such a high value on consensus that they feel an urge to complete agreement on everything.
Communication breeds success, says IBM executive Sharon Nunes on Bloomberg Businessweek, and managers should not fear transparency when dealing with supervisors, superiors or clients.
On the HBR.org blog, Paul Atchley insists we can't multitask, so we should stop trying.
Atchley points out that although we feel productive when trying to juggle lots of different tasks, in reality that kind of behaviour makes us less effective in our work.
Amy Jen Su and Muriel Maignan Wilkins use HBR.org's blog to offer advice on dealing with passive-aggressive peers in the workplace.
They use the following example to describe the paradoxical term "passive aggression", which they say is all too often loosely used to describe co-workers:
Carolyn M. Brown of Inc.com offers advice on how to successfully rebrand your business, pointing out that you can't run your company the same way forever.
On his HBR.org blog, Tony Schwartz explores leadership greatness, and discovers it's more complicated than it might seem.
On Bloomberg Businessweek, Karen E. Klein examines entrepreneur Sasha Gurke's advice on keeping a business thriving – the overall theme of which is: think like an engineer.
On the HBR.org 'Best Practices' blog, Amy Gallo outlines when you should reward employees with more responsibility and money.
Gallo observes: "Managers who want to recognise employees for good work have many tools at their disposal. One of the more traditional ways to reward a top performer is to give them a promotion or raise or both."
Competition among global product makers is currently being reshaped by the rising tide of prosperity in developing economies.
The difficult question of how boards should deal with the financial crisis is discussed by top consultants Ram Charan and Tom Neff via an interview by Geoff Colvin at Fortune.
Interesting evidence about predictions is covered in a book by Philip Tetlock entitled Expert Political Judgment: How good is it? The answer is directly relevant to business management, because fortunes are directly affected by political decisions (and indecisions).
How far is my company away from failure? The question itself sounds like an admission of inadequacy. The confident manager surely doesn't walk around waiting for nemesis to strike. Rather, confident people strut the stage like a colossus, with all the certainty, say, of Bill Gates.
All companies are management academies, good or bad. Very few concerns see themselves in this light. But companies of all sizes inculcate methods, judge managerial performance, seek to improve it, provide specific training, develop concepts - and, above all, provide an endless stream of real-life case studies.
All sportsmen know that the basic essentials of their game can be expressed in very few words.
Great coaches no doubt differ in their styles as much as great athletes. But the coaches must all have eone thing in common: they are great communicators. It isn't just a question of seeing what the athlete must do, but of persuading the athlete to do it.
If you haven’t caught up with the extraordinary changes in the business/management world, it’s time you did.
All success hinges on how well you manage one person - yourself. But you won’t get as far as you could progress simply by trying to master the lessons of success.
These principles, taken from my book, The Unique Success Proposition, constitute the Success Quotient, which holds the key to all forms of human achievement. The USP can consist largely of:
This is how NOT to buy a business...
All businesses must operate within societies which are rife with predictions on every side.
In The Complete Negotiator, Gerard I. Nierenberg gives us nine points for managing in a crisis...