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Archive for the ‘Management’ Category

91260023In The New Workforce Challenge, Andrés Hatum aims to help companies meet the challenge of absorbing the technologically savvy millennial generation into the workforce at the very time that organizations are changing faster than ever before in response to the turbulence they face worldwide. Hatum examines how firms are organizing for the future, the impact of the new organizational forms on the workplace, and the practices that firms are putting into place to attract, develop, and retain the new generation of workers. Hatum believes that the workplace and workforce need to be analyzed together in order to present the big picture. By shedding light on recent changes that organizations have gone through and likely changes to come in the future, companies can better understand how to manage the new workforce.

In his book, Hatum informs readers that:

  • Successful firms are adaptable and innovative; they combine changes in structure, such as decentralization, delayering, and project forms of organizing; processes, such as horizontal communication, investments in information technology, and new human resource (HR) practices; and firm boundaries, such as downscoping, outsourcing, and greater use of strategic alliances.
  • Agile and virtual firms will shape the marketplace and at the same time will influence and be influenced by the new workforce.
  • Heterogeneity and diversity characterize the new workforce and have replaced the previously homogeneous workforce.
  • Millennials, the generation born between 1979 and 1997, value work-life integration and a flexible workplace.
  • There are four main values that drive Millennials: multitasking, desire to integrate work and personal life, concern for society and the environment, and access to technology.
  • Companies’ are relying less on their brands to attract and retain employees and more on their Employee Value Propositions (EVPs), which consist of the features that allow companies to promote themselves outwardly and generate loyalty internally.
  • Millennial learning characteristics can be described with the acronym EPIC, which stands for: Experiential, Participatory, Image-rich, and Connected.

To download three free summaries, please visit our site.

Related book summaries in the BBS library: Keeping the Millennials, Managing the Millennials, The Trophy Kids Grow Up

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In Reinventing Management, Julian Birkinshaw offers alternative counterpoints to replace the traditional ways people approach management and business. Arguing that management “failed” after years of corruption and employee disenchantment, Birkinshaw presents compelling arguments for how management can be improved and updated for a new era of business. With a fresh perspective on management issues, such as communication, coordination, setting objectives, and motivating employees, Birkinshaw offers decision makers and corporate influencers an actionable guide for reinventing and reinvigorating management at companies both large and small.

Birkinshaw offers readers the following advice:

  • Management is defined as the act of getting people together in order to accomplish certain goals and objectives. However, that definition has become corrupted over the years, narrowing the scope of what management should be.
  • An enduring source of competitive advantage for companies is a novel business model. In addition, a novel management model can also keep a company strong.
  • The traditional way for coordinating work in a large company is bureaucracy, which is a more formalized structure. Alternatively, a company can use emergence to coordinate work. Emergence is spontaneous, and work is accomplished by parties working together as a matter of self-interest.
  • The traditional path for making and communicating decisions in a large organization is via hierarchy. The alternative path is collective wisdom, where aggregated expertise is valued more highly than the advice of one leader.
  • The traditional principle for goal setting in large companies is alignment, where all employees work toward a common goal. The alternative is obliquity, the idea that goals are best achieved when worked toward indirectly.
  • Traditionally, extrinsic motivators like money or threat of punishment were used to incentivize workers. The better alternative is intrinsic motivation, by which employers motivate workers with rewards that are inherent to the task itself.
  • There are four main models of management: Discovery, Planning, Quest, and Science. Selecting the right model is important for managers looking to improve their organizations.
  • Management model innovation is usually driven by three sets of people. These are mid-level change agents, top-level executives, and external partners, such as academics or consultants.

To download three free summaries, please visit our site.

Related book summaries in the BBS library: Full Engagement!Bare Knuckle People ManagementManaging for People Who Hate Managing

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Making Extraordinary Things Happen in AsiaMaking Extraordinary Things Happen in Asia showcases how The Five Practices of Exemplary Leadership formulated from research conducted by James M. Kouzes and Barry Z. Posner are being applied by Asian executives to transform how people work to generate great results. Real-life stories are shared about personal leadership practices from senior managers, many enrolled in the Executive MBA program at the Hong Kong University of Science and Technology. The emphasis is on how leaders set inspiring examples through their own behaviors and relationships with colleagues, employees, team members, and other constituents. The five exemplary practices are modeling the way with clear values, inspiring others with a shared vision, continually challenging existing processes to discover new opportunities, empowering others to act, and encouraging the heart through genuine appreciation of the work of others.

The authors inform readers that:

  • Each individual can be a leader and make a difference by modeling exemplary behavior based on values and developing strong relationships with constituents within an organization in order to make things happen.
  • Leadership can be learned because it manifests as an observable pattern of practices and behaviors and a definite set of skills and abilities.
  • The five practices of exemplary leadership are modeling the way, inspiring a shared vision, challenging existing processes, enabling others to act, and encouraging the heart.
  • Lead by the example of exemplary behaviors to show deep commitment to shared values.
  • Commitment from others cannot be forced through command but must come from inspiring others to enlist in a common vision.
  • Exemplary leaders search for opportunities to innovate, grow, and improve; they continually learn from failures and successes.
  • Leaders must foster collaboration and build trust by strengthening others. When people have the information, discretion, and authority to make extraordinary things happen, they will.
  • Exemplary leaders demonstrate genuine appreciation for individual excellence and seek to create a culture that celebrates values and victories.

To download three free summaries, please visit our site.

Related book summaries in the BBS library: The New Asian Hemisphere, China’s Management Revolution, China Versus the West

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Boring Meetings Suck by Jon Petz is intended for leaders who want to end, or at least minimize, useless time consuming meetings. To be great, a meeting must deliver real value by providing useful information, fostering creativity, supplying motivation, and building unity among participants. Petz offers techniques that seem radical but can make meetings more efficient and effective, including tips on how to recognize what meetings to skip, how to address poor meeting facilitation or bad etiquette, and descriptions of alternative style meeting formats to speed things up. Specific pointers on eye contact, stage presence, and speech patterns show how to make presentations more engaging. Petz also offers innovative ideas for enhancing meetings with technology, along with clever ways to politely wrap up meetings or gracefully get out of them.

Petz offers readers the following advice:

  • An established agenda with clearly defined goals and desired outcomes is essential for any meeting.
  • Every meeting attendee has the right and responsibility to make the meeting productive, and when attendees are empowered to diplomatically keep the meeting on track, especially when a facilitator fails to do so, everyone benefits.
  • Technology can greatly enhance meeting communication, build deeper engagement, and increase input, but it must not overshadow the intended meeting objectives.
  • To avoid boring meetings, people must only call meetings when it is absolutely necessary, then use creative ways to move the meeting along quickly — such as holding the meeting in a room without chairs or walking up and down the hallway stairwells.
  • The key to effective meetings is for both the facilitator and the attendees to prepare at least 24 hours in advance to be knowledgeable about the issues and objectives.
  • Limit invitees to those who are true stakeholders directly affected by the meeting’s objectives and desired outcomes.

To download three free summaries, please visit our site.

Related book summaries in the BBS library: 10 Steps to Successful Meetings, No More Pointless Meetings, Standing in the Fire

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In today’s complex organizations it is not uncommon to have as many as 50 percent of employees working on virtual teams. Virtual collaboration has already begun to transform many business sectors. The gradual shift of the U.S. economy from manufacturing and production to one of knowledge and information has contributed to a dramatic change in how and where people work. Virtual Team Success leverages the authors’ global research study and hands-on experience to provide a resource for virtual team members and team leaders. The authors suggest that successful virtual teams are characterized by members that effectively interact among themselves, build a solid basis of trust with each other, and have strong team building and interpersonal skills.

For a free trial of EBSCO Business Book Summaries click here.

Related book summaries in the BBS library: The Distance Manager, Managing the Mobile WorkforceCreativity in Virtual Teams

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