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variable inspection.
A manager’s output
The output of his organization
The output of the neighboring organizations und...
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Her organization does. By
My day always ends when I’m tired and ready to go home, not when I’m done. I am never done.
Reports are more a medium of self-discipline than a way to communicate information. Writing the report is important; reading it often is not.
Accordingly, such visits are an extremely effective and efficient way to transact managerial business.
Thus, transmitting objectives and preferred approaches constitutes a key to successful delegation.
How you handle your own time is, in my view, the single most important aspect of being a role model and leader.
output of a manager is the output of the various organizations under his control and his influence.
Clearly the key to high output means being sensitive to the leverage of what you do during the day.
Work done in advance of the planning meeting obviously has great leverage.
he almost immediately began to affect people around him and soon depression spread throughout his organization.
Managerial meddling is also an example of negative leverage.
The art of management lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them.
if you have a choice you should delegate those activities you know best.
A variable approach should be employed,
Forecasting and planning your time around key events are literally like running an efficient factory.
This is not to be confused with his work-in-process inventory, because that, like eggs in a continuous boiler, tends to spoil or become obsolete over time. Instead this inventory should consist of things you need to do but don’t need to finish right away—discretionary projects,
As a rule of thumb, a manager whose work is largely supervisory should have six to eight subordinates; three or four are too few and ten are too many. This range comes from a guideline that a manager should allocate about a half day per week to each of his subordinates.
the medium through which managerial work is performed.
the one-on-one, the staff meeting, and the operation review.
I think you should have the meeting in or near the subordinate’s work area if possible.
people problems in general, organizational problems and future plans, and—very, very important—potential problems.
What should be discussed at a staff meeting? Anything that affects more than two of the people present.
The organizing manager, the reviewing manager, the presenters, and the audience. Each of these players has a distinct role to play if the review
Eight people should be the absolute cutoff.
In practice, however, if all goes well, routine meetings will take care of maybe 80 percent of the problems and issues; the remaining 20 percent will still have to be dealt with in mission-oriented meetings.
any decision be worked out and reached at the lowest competent level.
it is very important that everybody there voice opinions and beliefs as equals throughout the free discussion stage, forgetting or ignoring status differentials.
this is not affectation but a matter of survival. In our business we have to mix knowledge-power people with position-power people daily, and together they make decisions that could affect us for years to come. If we don’t link our engineers with our managers in such a way as to get good decisions, we can’t succeed in our industry.
We named this the peer-plus-one approach, and have used it since then to aid decision-making where we must.
A few extremely well-chosen objectives impart a clear message about what we say “yes” to and what we say “no” to—which is what we must have if an MBO system is to work.
“Good management rests on a reconciliation of centralization and decentralization.”
What are some of the advantages of organizing much of a company in a mission-oriented form? There is only one. It is that the individual units can stay in touch with the needs of their business or product areas and initiate changes rapidly when those needs change. That is it.
All large organizations with a common business purpose end up in a hybrid organizational form.
The only exceptions that come to my mind are conglomerates, which are typically organized in a totally mission-oriented form. Why are they an exception to our rule? Because they do not have a common business purpose.
First, they must accept the inevitability of the hybrid organizational form if they are to serve its workings. Second, they must develop and master the practice through which a hybrid organization can be managed. This is dual reporting,
but that supervision is being exercised by a peer group.
while people will strive to find something simpler, the reality is that it doesn’t exist.
They will gradually accept, even flourish in, the complex world of multiple bosses and peer decision-making.
A manager’s output is the output of the organization under his supervision or influence.
The person either can’t do it or won’t do it; he is either not capable or not motivated.
if we are to create and maintain a high degree of motivation, we must keep some needs unsatisfied at all times.
The most appropriate measures tie an employee’s performance to the workings of the organization.
Thus, our role as managers is, first, to train the individuals (to move them along the horizontal axis shown in the illustration on this page), and, second, to bring them to the point where self-actualization motivates them, because once there, their motivation will be self-sustaining and limitless.
First, an ideal coach takes no personal credit for the success of his team, and because of that his players trust him. Second, he is tough on his team. By being critical, he tries to get the best performance his team members can provide.
high output is associated with particular combinations of certain managers and certain groups of workers.
degree of their achievement orientation and readiness to take responsibility, as
