reinventing management
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There is a creeping disenchantment with management as a profession: surveys show that managers generate less respect than lawyers and bankers in the eyes of the general public, and there are few, if any,positive role models for management. In this session of We Read For You, Steyn Heckroodt presents Reinventing Management: Smarter Choices for Getting Work Done, a book by Julian Birkinshaw. This book is a path-breaking book that begins by explaining why management failed. He argues that the problems of management are not the result of any single decision, or industry. Rather the problems are systemic and go way back in time. The result of the failure is that managers are not respected; employees are unhappy; and there are no positive role models. Julian Birkinshaw proposes a kind of contingency theory of management: different situations demand different kinds of management. To be effective, a manager needs to adapt to the demands of the situation. Managerial behaviour is mapped on four dimensions: bureaucracy-to-emergence, hierarchy-to-collective wisdom, alignment-to-obliquity, and extrinsic-to-intrinsic motivation.TRANSCRIPT
TITLE: eg. Marketing
Subtitle/Description: Eg. Online Marketing
Faculty Name: eg. Godfrey Parkin
Date: 24/10/2011
Reinventing Management Smarter Choices for Getting Work Done Julian Birkinshaw
We Read for You, October 2011
Presented by
Steyn Heckroodt
TABLE OF CONTENTS – CHAPTER BREAKDOWN
Ch 1: Why management failed
Ch 2: What’s your management model?
Ch 3: Coordinating activities – From bureaucracy to emergence
Ch 4: Making and communicating decisions – From hierarchy to
collective wisdom
Ch 5: Setting objectives – From alignment to obliquity
Ch 6: Motivating employees – From extrinsic to intrinsic motivation
Ch 7: Four models of management
Ch 8: The change agent’s agenda
Ch 9: The leader’s agenda
WHY MANAGEMENT FAILED
Lehman Brothers’ demise
Poor risk management
Perverse incentive schemes
Lack of a long-term unifying vision
Management as a profession is not well respected
Employees are unhappy with their managers
There are no positive role models
CORRUPTION OF MANAGEMENT
Definition = the act of getting people together to
accomplish desired goals and objectives
The word became infected or tainted
Large industrial firms became dominant – and their style
of management became dominant as well
The rise of leadership came at the expense of
management
REINVENTION OF MANAGEMENT
We need to develop a more comprehensive
understanding of what management is really about to
make better choices
HOW DO I MAKE SMARTER CHOICES?
Understanding: You need to be explicit about the
management principles you are using to run your
company
Evaluating: You need to assess whether your company’s
management principles are suited to the business
environment in which you are working
Envisioning and experimenting: You need to be prepared
to try out new practices as a way of reinforcing your
choices
CHAPTER ONE: SUMMARY
Management is defined
It’s corruption is explained
It’s failure is discussed, largely against the context of
contributing factors to the current economic crisis
Positions the book as exploring a view on management
which suggest that managers become more conscious of
the choices they make and focus on a methodology to
making better choices
CHAPTER TWO
Asks the question” “What is your management model?”
Effectively uses case studies to illustrate management
models and their differences
New ways of coordinating activities
New ways of making decisions
New ways of defining objectives
New ways of motivating employees
DEFINING A MANAGEMENT MODEL
Business Model = how a company makes money
Three parts to making money = environment, vision,
mission and core competencies
Third part = Management model = how the company will
achieve success
TITLE: FORMAL DEFINITION
A management model is the choices made by executives
of a company regarding how they define objectives,
motivate effort, coordinate activities, and allocate
resources – in other words, how they define how work of
management gets done
TITLE: IMPORTANT FEATURES OF DEFINITION
Making choices
Has four dimensions
• Objectives
• Motivate
• Coordinate
• Making decisions
TITLE: EVOLUTION OF MANAGEMENT PRINCIPLES
Coordinating activities
(Mechanism) Bureaucracy Emergence
Making and communicating decisions
(Principle) Hierarchy Collective wisdom
Managing objectives
(Approach) Alignment Obliquity
Managing individual motivation
(Drivers) Extrinsic Intrinsic
TITLE: HURDLES AND OPPORTUNITIES
Ingrained thinking is hard to break
New work practices are fragile
Results outweigh improved practices
Fear of trying something new
Web 2.0: From receivers to contributors
Generation Y: Freedom, personalise, customise, need for
speed
PLOT YOUR CURRENT MODEL
Coordinating activities – Q 1 & 2
Bureaucracy Emergence
Making and communicating decisions – Q 3 & 4
Hierarchy Collective wisdom
Managing objectives – Q 5 & 6
Alignment Obliquity
Managing individual motivation – Q 7 & 8
Extrinsic Intrinsic
NEXT 4 CHAPTERS (3, 4, 5 & 6)
Chapter 3:
Coordinating activities: From bureaucracy to emergence
Chapter 4:
Making and communicating decisions: From hierarchy to
collective wisdom
Chapter 5:
Setting objectives: From alignment to obliquity
Chapter 6:
Motivating employees: From extrinsic to intrinsic motivation
BUREAUCRACY TO EMERGENCE
Traditional bureaucracy
Flexible bureaucracy
Internal market model
Network model
Pure market model
Ad
her
ence
to
pri
nci
ple
of
bu
reau
crac
y
Adherence to principle of emergence
HIERARCHY TO COLLECTIVE WISDOM
Communicating with subordinates
Gaining input from subordinates on decisions
Using subordinates to solve problems and
innovate
Making use of external input to
improve decision-making
Ad
her
ence
to
pri
nci
ple
of
hie
rarc
hy
Adherence to principle of collective wisdom
ALIGNMENT TO OBLIQUITY
Short term financial goal
Pursuing and indirect goal
Pursuing a creative goal
Pursuing a leap-of-faith goal
Ad
her
ence
to
pri
nci
ple
of
alig
nm
ent
Adherence to principle of obliquity
EXTRINSIC TO INTRINSIC MOTIVATION
Material drivers
Social drivers
Personal drivers
Ad
her
ence
to
pri
nci
ple
of
ex
trin
sic
mo
tiva
tio
n (
theo
ry x
)
Adherence to principle of intrinsic motivation (theory y)
CHAPTER 7: FOUR MODELS OF MANAGEMENT
Loose “Science” “Discovery”
Model Model
Ends (O M)
Tight “Planning” “Quest”
Model Model
Tight Means (C M) Loose
CHANGE AGENT’S AGENDA
Three levels
Figure out degrees of freedom and use it
Build internal and external allies
Take an experimental approach
Give it a name
Seek support from above
LEADER’S AGENDA
Understanding
Evaluating
Envisioning
Experimenting