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And People? Why Are Managers’ Cars the Most Important Asset in Every Organization?

Book Description

What? Another management book? You will find And People? to be refreshingly different. Its Eastern European perspective, enhanced with best practices and research studies, will reveal the secrets for successfully leading and managing people. Part textbook, part handbook, each word is crafted based upon author Ivica Vrancic's 20 years of experience in management and consulting, which includes working with hundreds of managers from all hierarchy levels.

And People? dares to ask why so many managers spend more time, resources, and consideration on their company cars than the real greatest asset of any business: people. Early chapters explore motivation and organization culture; later, Vrancic examines the challenge of selecting the right people for your organization and developing those people to maximize their strengths. Through practical real-world examples built on respected theoretical foundations, readers will gain new insight into the dual role of both manager and leader.

And no, a manager and a leader are not the same thing.

From Dave Ulrich's Foreword:
Ivica does a masterful job in this well written book of simplifying the complex requirements for business success. He offers metaphors and examples of how leadership and management skills both need to exist in a successful business. His insights are particularly helpful in that he adapts them to his experiences in Eastern Europe but shows how they would apply to businesses throughout the world. The book does a wonderful job with simplicity and clarity. Ivica distils volumes of management ideas into digestible nuggets. He then brings in research from thought leaders with specific findings along with examples that bring his ideas to life. He also makes sure that the reader is responsible to manage the tensions or tradeoffs between leadership and management; between individuals and organizations. Creating and sustaining a successful business is not a linear progression following a how-to guide. Success comes from navigating a more complex set of choices. Ivica offers a thoughtful roadmap that can be used to help executives at any level of a company make informed choices about building a successful organization.

Table of Contents

  1. Acknowledgements
  2. Foreword by Dave Ulrich
  3. Introduction
  4. One: To Lead People or to Manage People, or to Lead and to Manage People
    1. Leadership
    2. What is leadership?
    3. Leadership and Management
    4. Examples, Tools, and Research
      1. Leadership and Trust
    5. Leadership issue of today
  5. Two: Motivating People
    1. Basic theoretical concepts
      1. Hertzberg
      2. Maslow
      3. Recognizing a job well done
      4. Communication
      5. Acknowledging invested effort without regard to results
      6. Setting goals
      7. A feeling of inclusion
      8. Purpose and context
    2. The significance of money for motivation
    3. CEO and “typical” worker compensation in the organization
    4. The role of punishment
    5. Life-work balance, not work-life balance
    6. Examples, Tools, and Research
      1. McKinsey’s research
  6. Three: Our Behaviors, Our (Organizational) Culture
    1. The Emergence and Structure of Organizational Culture
    2. The Power of Organizational Culture
      1. Organizational Culture and Business Results
    3. Organizational Culture Management, Alteration and Maintenance
      1. Replacement of the main person in charge
      2. “Pulling in” and including other “quiet” people from the company
      3. The selection of new and different people
      4. A change in the reward system and/or procedures and processes
      5. Culture shock
      6. Systematically working on values
      7. Recognition and evaluation of desired behaviors
    4. Organizational Culture Measurement
    5. Examples, Tools, and Research
      1. Kotter about organizational culture
      2. The influence of the leader’s personal values on organizational culture and the organization’s results
      3. Creation of a tailor-made or organization-specific set of instruments and tools for organizational culture measurement and management
  7. Four: Attracting, Recruiting and Selecting the People for Us
    1. Attracting the Candidates—To Attract
      1. Where are the people? Lack of people
    2. Employee Value Proposition (EVP)
      1. Employer Branding
    3. Gathering Information about Job Candidates—To Recruit
    4. Sources of Information about the Candidates
      1. Resume (CV)
      2. Employment agencies
      3. Recommendations
      4. Facebook, Twitter, or LinkedIn
    5. Selection of Candidates and Future Employees in the Organization—To Select
    6. Selection Techniques and Methods
      1. Resumes (CVs)
      2. Application forms
      3. Psychometric measuring (tests and questionnaires)
      4. Interviews
      5. Assessment Centers
    7. Examples, Tools, and Research
      1. The Towers Watson Study
      2. Key Findings
      3. The Universum Study
      4. Methods of selection—prediction validity
      5. Involvement of the Organization’s Employees in the Selection Process
      6. The STAR technique example in conducting a selection interview
  8. Five: Developing Our People
    1. Environment and Development
    2. Competence as a Basis for Development
    3. Determining Developmental Needs
    4. Developmental Techniques and Tools
      1. Development ≠ Training
    5. Special Forms of Development—Mentoring and Coaching
      1. Mentoring
      2. Coaching
      3. When to Use Coaching
      4. How to Conduct Coaching
      5. Coaching as a Cycle/Process/Method
    6. Feedback
    7. Talents: Recognition and Development
    8. Techniques of Assessing the Success of Development—Measures of Success
      1. Baseline Measurement—The Starting Point
      2. Levels of Measuring Development
      3. Measuring Satisfaction with Developmental Activities
      4. Measuring the Adopted or New Knowledge
      5. Measuring Changes in Behavior—Actual Development
      6. Measuring Business Results as a Measure of Development
    9. Examples, Tools, and Research
      1. CIPD research
      2. Making coaching work
      3. Coaching as a System within an Organization
      4. Building a “pathway” to leadership
  9. Six: To Manage People by Mind and to Lead them by Emotion
  10. References
  11. Index