book

Manager Redefined: The Competitive Advantage in the Middle of Your Organization

Name: Manager Redefined: The Competitive Advantage in the Middle of Your Organization
ISBN: 9780470627723

by Thomas O. Davenport, Stephen D. Harding

November 2010

Intermediate to advanced

336 pages

7h 19m

English

Jossey-Bass

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Copyright
PREFACE
A Few Words about Our Information SourcesAcknowledgments
I. Context
1. Do Managers Matter?
1.1. A Brief History of Management1.2. Defining Management and Leadership1.3. The Definition, and the Power, of Engagement1.4. SUMMARY: THE MEANING OF THE MANAGER
2. Why Managers Have a Tough Job
2.1. Employees Are Smart and Demanding2.2. We Have Ambivalent Feelings about Leadership and Followership2.3. We Really Don't Like Being Told What to Do2.4. Managers Behave Badly2.5. SUMMARY: THE MANAGER PARADOX
3. A New Model of Manager Performance
3.1. Managers and Competitive Advantage3.1.1. A Semiconductor Example3.1.2. An Airline Example3.1.3. A Software Example3.2. The Manager Performance Model263.2.1. Executing Tasks3.2.2. Developing People3.2.3. Delivering the Deal3.2.4. Energizing Change3.2.5. The Foundation—Authenticity and Trust3.3. SUMMARY: MANAGERIAL METAPHORS
4. Constructing the Manager Role
4.1. Manager Contribution—The Player-Coach Job4.2. Manager Competency—The Technical Skill Dilemma4.3. The Size of the Job—Span of Control4.3.1. Because They Thought They Had To4.3.2. Because They Thought They Should4.3.3. The Truth about Spans4.4. Building the Role System4.5. SUMMARY: A BALANCING ACT
II. Implementation
5. Executing Tasks
5.1. Planning Work5.1.1. Develop Causal Maps5.1.2. Analyze Results from a Reference Class of Projects5.1.3. Engage in Counterfactual Thinking5.2. Clarifying Job Roles5.2.1. Customize Individual Jobs5.2.2. Recognize Who Can, Should, and Wants to Do What5.2.3. Make Teamwork Work5.2.4. Carefully Catalyze Self-Managing Teams5.3. Monitoring Progress5.4. SUMMARY: MANAGER AS ETHNOGRAPHER
6. Developing People
6.1. Acting as a Human Capital Treasurer6.1.1. Help Employees Formulate Career Plans and Choose the Best Learning Modes6.1.2. Create a Constellation of Learning Contacts6.1.3. Help People Travel Multidirectional Career Paths6.2. Providing Direct Development6.2.1. Coach Effectively6.2.2. Believe in People's Ability to Develop6.3. Goal Setting and Performance Feedback6.3.1. Build Self-Efficacy Through FAMIC Goal Setting6.3.2. Reinforce FAMIC Goals with FITEMA Performance Feedback6.4. SUMMARY: BUILDING TOMORROW'S ASSETS

7. Delivering the Deal
7.1. Transforming the Extrinsic into the Intrinsic7.2. Individualizing Rewards7.3. Boosting Engagement Through Recognition7.3.1. Inclusiveness Creates the Opportunity7.3.2. Communication Defines the Context and Sets the Ground Rules7.3.3. Trust Provides the Emotional Foundation7.4. SUMMARY: MANAGERIAL ALCHEMY
8. Energizing Change
8.1. Coping with Imposed Change8.1.1. Embrace Positive Change8.1.2. Handle Adverse Change8.1.2.1. Minimize Risk to the Deal8.1.2.2. Build Human Capital to Support Change8.1.2.3. Sharpen the Strategic Focus of Work8.2. Choosing to Change8.2.1. Enhance Individual Creativity8.2.2. Build Adaptable Teams8.3. Sustaining Engagement8.3.1. Foster Well-Being8.3.2. Ensure Performance Support8.4. SUMMARY: MANAGING CHANGE
9. Authenticity and Trust
9.1. Connecting Authenticity and Trust9.2. Building Trust Through Authenticity9.2.1. Maintain Openness9.2.2. Clarify and Focus Work9.2.3. Display Scrupulous Fairness9.3. Implications for Manager Performance9.3.1. Executing Tasks9.3.2. Developing People9.3.3. Delivering the Deal9.3.4. Energizing Change9.4. SUMMARY: THE FABRIC OF AUTHENTICITY AND TRUST
10. Fitting the Pieces Together
10.1. Manager Role Structure and Performance Model—A Summary10.2. What Makes a Great Manager?10.2.1. Requisite Variety10.2.2. Cognitive Fluidity10.2.3. Ability to Catalyze Action10.2.4. Ability to Navigate the Organization10.2.5. Social Intelligence10.3. Can a Good Manager Manage Anything?10.4. Make Versus Buy10.5. Notes for Those Who Want Managers to Succeed10.5.1. What Executives Can Do10.5.2. What Human Resources Can Do
NOTES
PrefaceChapter OneChapter TwoChapter ThreeChapter FourChapter FiveChapter SixChapter SevenChapter EightChapter NineChapter Ten
THE AUTHORS

Overview

In this book the author explains that managers must build human capital and engender employee engagement by managing them almost not at all, by attending instead to the factors and circumstances that make them successful. In other words, managers must play their role from offstage and out of the limelight. Based on a survey of over 16,000 employees, the author presents Towers-Watson' management performance model: Executing tasks, Building relationships and performance capability, and Energizing change. Additionally, managers must create an atmosphere of authenticity and trust.

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