People are the key to organisational success, and also the cause of corporate failure.
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Management and numbers go together like Scylla and Charybdis.
The romantic image of the founder-millionaire wearing overalls. tinkering visibly with some mechanical marvel in workshop or lab, is often reality.
Top managers have never lost their fondness for declaring that people are the 'greatest asset' that their corporations possess. Like other popular maxims, this one doesn't survive close analysis.
To achieve anything, you must have a direction, a purpose, an aim.
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.
Managers are constantly asked to behave like entrepreneurs.
Managers have become increasingly concerned with 'change management', and like it or not, that's moved from desirable skill to indispensable process.
Teamwork is one of the rallying cries of the new management.
All empires famously carry within them the seeds of their own decay.
Every senior manager makes a critical decision every day of his or her working life. Mostly, the decision is unconscious, but is no less vital for that. The issue is simply stated with three questions...
Artifical barriers between leaders and led are only one obstacle to true teamwork.
If you haven’t caught up with the extraordinary changes in the business/management world, it’s time you did.
The one subject on which all managers should have strong and well-informed opinions is management itself.
Everybody has had the miserable experience of working for or with a ‘bad manager’: and you would have to be desperately unlucky never to encounter a ‘good’ one. But what do ‘good’ and ‘bad’ mean in this context?
I’ve been reading with mounting horror a book called 'Rip Off' by David Craig. The cover justly describes it as, ‘the scandalous inside story of the management consulting money machine’. Craig was himself a blue chip consultant.
I get the feeling that in the constant struggle between leadership and management, leadership is getting the upper hand.
Here’s a stimulating enquiry from one of our readers, who wants the answer to questions that take me back to 1993, when I interviewed 20 European companies for a book on Total Quality Management. The enquiry goes to the heart of the matter.
The late Peter Drucker’s secrets of managing effectively: first, how good are you at the five functions of the manager?
1. setting objectives 2. organising the group 3. motivating and communicating 4. measuring performance 5. developing people
'Empowered' people have moved to front-stage in the rhetoric of management.
The Two Big Ds, Drucker and Deming, are my two favourite management gurus.
The American economy and its leading corporations are so high in the ascendant that the cult of Japanese management seems increasingly remote.
Today's heroes and hero companies are Bill Gates and Microsoft, Andy Grove and Intel, GE and Jack Welch, etc. Their management methods, especially those of Silicon Valley, are now drooled over in the business schools.
Companies will not survive long unless they join a threefold revolution - in management itself, information technology, and global markets.
The three feed off each other. The radical changes in management have become inseparable from those in technology. Without either the global revolution could never have developed such power.
Jack Welch, chairman and CEO of General Electric from 1981 to 2001, was a highly emotional leader who deliberately used his emotional force as a powerful management tool.