By Joseph L. Badaracco Jr., Richard R. Ellsworth
What distinguishes leaders from traditional managers? The authors current 3 designated philosophies of management - political, directive, and values-driven - advocating each one in flip to problem the reader's personal assumptions. via large interviews with executives, the authors exhibit how leaders who carry sure prejudices or predispositions can get to the bottom of vintage managerial dilemmas.
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From a technical perspective, such redundancy is a mistake that should be corrected by analysis to determine which division is best equipped to serve which customers. From a political perspective, the competing units build competitive spirit and encourage the fullest exploitation of growing markets. By the same token, corporate staffs are more than instruments that provide advice and assess performance. They expand the information base, and hence the power of senior executives. They are a channel through which senior executives can gently encourage actions they do not want to mandate directly, and they provide a way of floating trial balloons over uncertain political waters.
Shapiro, former chairman, Du Pont You are selling all the time. I don't care whether you call it politics or not, it's appealing to someone's basic self interest. It's Dale Carnegie, chapter one, paragraph one without question. You are selling all the time. " You can't do anything about this. The level of tea leaf reading is constant. J. Richard Munro, CEO, Time Inc. Thousands of capable professional managers work hard, only to produce industry-average returns for their companies. Yet a handful of outstanding managers lead their companies to superior performance.
New techniques have encouraged more rational choices about strategic objectives, helped push common goals down into the organization, allocated resources in a more focused way, channeled information and delegated authority to those who could use it best, and provided top management with greater control over decision making. Yet the performance resulting from professional management has often proved disappointing. Instead of leading to outstanding company performance, its adoption has paralleled our competitive decline.