McNulty / Marks Management by Permission

Managing People in the 21st Century
1. Auflage 2016
ISBN: 978-3-319-25247-6
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 213 Seiten

Reihe: Management for Professionals

This book shows that in today's business world managers can only successfully lead with the active cooperation and consent of their staff. It presents a practical, four-pronged approach to successful management, drawing on the authors' combined research, consulting and managerial experience in more than twenty countries. Once a manager gets the four main ingredients right - (1) getting things under control; (2) establishing expectations; (3) running interference; and (4) developing people - everything else falls into place. Far from being unpleasant and stressful, managing others becomes rewarding and even fun. The book concludes by explaining how to use the four ingredients to ensure that your own manager is also managing you effectively.'If you have time for only one management book in your life, Management by Permission would be an outstanding choice.'
Greg Thompson, President, Markel Specialty'In this readable and practical book the authors spell out the key challenges facing managers and how they can address them. The central question is how you win permission to manage - in straightforward language this book shows you how.'
Rob Goffee, Emeritus Professor, London Business School'A page-turner ... a strong candidate for 'Management Book of the Year.''
Professor Stephen J. Perkins, Dean, London Guildhall Faculty of Business & Law'A 'must read' for anyone on the line management ladder.'
Dr Janine-Nicole Desai, Regional HR Director, Hilton Worldwide

Dr Tony McNulty is a graduate of King's College, London, and holds a PhD in Organizational Behaviour from London Business School. He is a former faculty member at INSEAD Business School in France, where he spent three years as a researcher. With a background in strategy implementation, organization change and development, his twenty-five years' experience in a variety of international organizations includes four years' full-time employment in France, USA and Spain. He is Managing Director of McNulty Management Consultants and an Honorary Visiting Professor at a London business School, where he also sits on the Faculty Advisory Board. Rob Marks started his working life in engineering research and development where he gained wide experience in functional and project management. After twenty years in a range of line management jobs, he developed his career into mainline HR, specializing principally in the development, coaching and retention of managers, professionals and high potentials within an international firm. For the last fifteen years he has worked as a management and organizational consultant.

Autoren/Hrsg.

McNulty, Tony

Marks, Robin

Inhaltsverzeichnis

1;Foreword;6
2;Praise for Management by Permission;8
3;Acknowledgements;10
4;Contents;12
5;List of Figures;16
6;1: Introduction;18
6.1;1.1 How Does This Book Relate to Other Books on Management and Leadership?;19
6.2;1.2 A Map of the Book;21
6.3;1.3 Who Is Our Audience?;24
6.4;1.4 Guide for Readers;25
6.5;References;26
7;2: Management Is More Difficult, but It´s Not Mission Impossible;27
7.1;2.1 Managers Under Pressure;27
7.2;2.2 Difficult Times, More Challenging People;28
7.2.1;2.2.1 Reason One: Leaner and Meaner Organizations;28
7.2.2;2.2.2 Reason Two: Less Respect for Organizations, People in Authority and Those in Management Positions;30
7.2.3;2.2.3 Reason Three: A More Demanding, Self-assured and Diverse Workforce;31
7.2.4;2.2.4 Reason Four: Managers Often Less Well Equipped to Do the Job;35
7.3;2.3 The Bad News for Employees: You Pay a High Price for Being Poorly Managed;37
7.4;2.4 The Death of Autocratic Management?;38
7.5;2.5 The Good News: ``Management by Permission´´;39
7.6;References;40
8;3: The First Ingredient: Keep Things Under Control;41
8.1;THE THREE TECHNIQUES OF CONTROL ARE:;43
8.2;3.1 Technique Number One: Track the Numbers;43
8.2.1;3.1.1 First Danger: Misleading, Incomplete or Inappropriate Data;44
8.2.2;3.1.2 Second Danger: Unintended Consequences;46
8.2.3;3.1.3 Third Danger: Using Measures as a Stick Rather than as a Guide;47
8.2.4;3.1.4 Which Numbers Should I Track in My Area?;47
8.2.4.1;3.1.4.1 Consider What Is Already Available;49
8.2.4.2;3.1.4.2 Identify the Mandatory Numbers;49
8.2.4.3;3.1.4.3 Pinpoint What You Should Track at Your Particular Level;49
8.2.4.4;3.1.4.4 Consider How Often You Should Monitor the Numbers;49
8.2.4.5;3.1.4.5 Build in Early Warning Signs So You Have Time to Take Action;50
8.2.4.6;3.1.4.6 Track an Appropriate Number of Measures;50
8.2.4.7;3.1.4.7 Consider the Lessons of History and Benchmarking;50
8.2.4.8;Remember;52
8.3;3.2 Technique Number Two: Use a Work Management System;52
8.3.1;3.2.1 Developing and Implementing Your Work Management System;53
8.3.1.1;3.2.1.1 Once a Job Is Complete;55
8.3.1.2;3.2.1.2 A More Ambitious Work Management Scheme;55
8.3.2;3.2.2 Four Common Questions on Work Management Systems;56
8.3.2.1;3.2.2.1 Should Work Be Reviewed One-on-One, or as Part of a Meeting with the Entire Team?;56
8.3.2.2;3.2.2.2 When Not to Use the Team Review;60
8.3.2.3;3.2.2.3 How Do Managers Make Sure Work Management Meetings Are Efficient and Effective?;60
8.3.2.4;3.2.2.4 Should All Jobs Carried Out by My Team Be Included on the Work Management List?;62
8.3.2.5;3.2.2.5 How Does the Work Management System Link to Organizational Project Management Systems?;62
8.3.2.6;3.2.2.6 What About Micromanagement? Is It Ever Appropriate? Will People Feel I Don´t Trust Them?;64
8.3.2.7;3.2.2.7 Work Management Systems: Six Specific Benefits for Managers;65
8.3.2.8;3.2.2.8 Work Management Systems: Four Benefits for Those Being Managed;69
8.3.2.9;Remember;71
8.4;3.3 Technique Number Three: Use Informal Methods and Management by Walking Around (``Walk the Patch´´);71
8.4.1;3.3.1 Walking the Patch;72
8.4.2;Remember;75
8.4.3;3.3.2 ``Unobtrusive´´ and Other Measures;75
8.4.4;Remember;77
8.5;References;77
9;4: The Second Ingredient: Establish Expectations;79
9.1;4.1 Never Forget You Are Dealing with Human Beings;81
9.1.1;4.1.1 Fact Number One: It Is ``Whole Persons´´ Who Come to Work;81
9.1.2;4.1.2 Fact Number Two: All Human Beings Are Different;82
9.1.3;4.1.3 Fact Number Three: The Manager Too Is Part of the Equation;84
9.1.4;Remember;85
9.2;4.2 Do the Basics First: Get to Know Your People (If You Don´t Already);85
9.2.1;4.2.1 People: The Basic Facts;85
9.2.2;4.2.2 Going Beyond the Basic Facts About People;87
9.2.3;4.2.3 Other Sources of Information About People;88
9.2.4;4.2.4 In Conclusion: The Two Key Questions Any Manager Must Be Able to Answer;89
9.2.4.1;4.2.4.1 Willingness;89
9.2.4.2;4.2.4.2 Ability;89
9.2.4.3;Remember;89
9.3;4.3 Establishing Expectations;90
9.3.1;4.3.1 If You´re Happy and You Know It;90
9.4;4.4 The Three Phases of Establishing Expectations: Before, During, and After;91
9.4.1;4.4.1 Before the Meeting: Prepare;91
9.4.1.1;4.4.1.1 Their Current Performance: What They Need to Do: More of, Less of, Start Doing, Stop Doing;93
9.4.1.2;4.4.1.2 The Overall Organization Strategy;93
9.4.1.3;4.4.1.3 Current/Future Departmental Goals, Targets, Projects, or Initiatives;94
9.4.1.4;4.4.1.4 The Needs of Your Own Boss/Manager;96
9.4.1.5;4.4.1.5 Your Own Priorities;96
9.4.1.6;4.4.1.6 The Priorities of Staff;98
9.4.1.7;4.4.1.7 Develop an Initial Discussion List of Your Expectations for Each Team Member;100
9.4.1.8;Remember;102
9.4.2;4.4.2 During the Meeting: Share and Discuss;102
9.4.2.1;4.4.2.1 State What Is Non-negotiable;102
9.4.2.2;4.4.2.2 Ensure Objectives People Can Control/Influence;103
9.4.2.3;4.4.2.3 Listen to People´s Expectations, Concerns and Issues;104
9.4.2.3.1;Four Advantages of Listening with Understanding;106
9.4.2.3.2;Tips for Dealing with Contentious Issues;108
9.4.2.4;4.4.2.4 Agree the Next Steps;109
9.4.2.5;Remember;109
9.4.3;4.4.3 After the Meeting: Follow Through;110
9.4.3.1;4.4.3.1 Some Agreements Will Not Be Written Down;111
9.4.3.2;Remember;112
9.5;References;112
10;5: The Third Ingredient: Run Interference;113
10.1;5.1 Modern Organizations: A World of Distraction;114
10.2;Remember;117
10.3;5.2 Running Interference: Get Your Organization Right First;117
10.3.1;5.2.1 Strategy/Vision/Mission/Tactics;118
10.3.2;5.2.2 Goals/Objectives/Targets;120
10.3.3;5.2.3 Structure;121
10.3.4;5.2.4 Roles;123
10.3.5;5.2.5 Customers/Stakeholders;124
10.3.6;5.2.6 Processes;125
10.3.7;5.2.7 Culture;125
10.3.8;5.2.8 People;127
10.3.9;Remember;128
10.4;5.3 Identifying and Dealing with Manager Imposed Roadblocks;129
10.4.1;5.3.1 Poor Communications/Information Sharing;130
10.4.2;5.3.2 Wasting People´s Time/Poor Management Disciplines;130
10.4.3;5.3.3 Inappropriate Use of Teams or Task Forces;132
10.4.4;5.3.4 Actions Which Demotivate;133
10.4.5;5.3.5 People Issues;134
10.5;5.4 Identifying and Removing Any Barriers;135
10.5.1;5.4.1 The Role of Team Workshops;138
10.5.2;Remember;140
10.6;5.5 Identifying and Dealing with Organization Imposed Roadblocks;141
10.6.1;5.5.1 ``Paying Your Tax´´ on Account;142
10.6.2;5.5.2 Dealing with Corporate Micromanagement When Projects Are Under Pressure;144
10.6.3;5.5.3 Defence Against the Dark Arts: Dealing with Organizational Initiatives;145
10.6.4;Remember;150
10.7;5.6 Protecting People from Self-inflicted Wounds;150
10.7.1;5.6.1 The Potential Dangers When Engaging with Senior Management;152
10.7.2;5.6.2 How Much Protection Should the Manager Provide?;154
10.7.3;Remember;154
10.8;References;154
11;6: The Fourth Ingredient: Develop the People;155
11.1;Remember;158
11.2;6.1 Development in the Current Role;158
11.2.1;6.1.1 Analyzing One´s Own Development Needs;159
11.2.2;6.1.2 What Lies Behind the Various Questions?;160
11.2.3;6.1.3 Discussing Development Needs With the Manager;162
11.2.4;Remember;164
11.2.5;6.1.4 Development on a (Practically) Zero Budget;169
11.2.6;6.1.5 Developing a Plan;175
11.2.7;Remember;177
11.3;6.2 Development Towards Other Roles;177
11.3.1;6.2.1 ``You Can´t Always Get What You Want´´ (Helping People Develop a Realistic Career Plan);180
11.3.2;6.2.2 Some Patterns of Career Development;184
11.3.3;6.2.3 Trying to Prevent the Resignations of Key People: The ``Organizational Stake´´;186
11.3.3.1;6.2.3.1 If You Develop Them, They Will Stay;186
11.3.4;6.2.4 How do I Cope With Resignations When They Happen?;189
11.3.5;Remember;191
11.4;References;191
12;7: Conclusion: Coping When You´re Poorly Managed; and Why Management Jobs Are Still Worth the Bother;193
12.1;7.1 What to Do if You Are Being Poorly Managed;194
12.1.1;7.1.1 Some Practical Steps You Can Take;195
12.1.1.1;7.1.1.1 Control;196
12.1.1.2;7.1.1.2 Clarifying Expectations;197
12.1.1.3;7.1.1.3 Running Interference;198
12.1.1.4;7.1.1.4 Development;199
12.1.2;7.1.2 If, Despite All Your Efforts;200
12.2;7.2 Management as a Maligned Profession: Are the Rewards Worth the Effort?;201
12.2.1;7.2.1 First Reason: Job Interest and Professional and Personal Development;202
12.2.2;7.2.2 Second Reason: Power, Influence and Status;203
12.2.3;7.2.3 Third Reason: Financial Rewards;204
12.2.4;7.2.4 Fourth Reason: Developing and Growing Others;205
12.3;7.3 Hello to Management by Permission, Goodbye to Shawshank;205
12.4;Reference;206
13;Appendix;207
13.1;More Advanced Work Management System;207
14;Index;210