Reinventing ManagementSmarter Choices for Getting Work DoneTITLE: eg. MarketingJulian BirkinshawSubtitle/Description:We Re...
TABLE OF CONTENTS – CHAPTER BREAKDOWNCh 1: Why management failedCh 2: What’s your management model?Ch 3: Coordinating acti...
WHY MANAGEMENT FAILEDLehman Brothers’ demisePoor risk managementPerverse incentive schemesLack of a long-term unifying vis...
CORRUPTION OF MANAGEMENTDefinition = the act of getting people together toaccomplish desired goals and objectivesThe word ...
REINVENTION OF MANAGEMENTWe need to develop a more comprehensiveunderstanding of what management is really about tomake be...
HOW DO I MAKE SMARTER CHOICES?Understanding: You need to be explicit about themanagement principles you are using to run y...
CHAPTER ONE: SUMMARYManagement is definedIt’s corruption is explainedIt’s failure is discussed, largely against the contex...
CHAPTER TWOAsks the question” “What is your management model?”Effectively uses case studies to illustrate managementmodels...
DEFINING A MANAGEMENT MODELBusiness Model = how a company makes moneyThree parts to making money = environment, vision,mis...
TITLE: FORMAL DEFINITIONA management model is the choices made by executivesof a company regarding how they define objecti...
TITLE: IMPORTANT FEATURES OF DEFINITIONMaking choicesHas four dimensions  • Objectives  • Motivate  • Coordinate  • Making...
TITLE: EVOLUTION OF MANAGEMENT PRINCIPLES                 Coordinating activities(Mechanism) Bureaucracy                  ...
TITLE: HURDLES AND OPPORTUNITIESIngrained thinking is hard to breakNew work practices are fragileResults outweigh improved...
PLOT YOUR CURRENT MODEL       Coordinating activities – Q 1 & 2  Bureaucracy                     EmergenceMaking and commu...
NEXT 4 CHAPTERS (3, 4, 5 & 6)Chapter 3:Coordinating activities: From bureaucracy to emergenceChapter 4:Making and communic...
BUREAUCRACY TO EMERGENCE                                        Traditional bureaucracyAdherence to principle of bureaucra...
HIERARCHY TO COLLECTIVE WISDOM            Communicating with subordinates                                      Gaining inp...
ALIGNMENT TO OBLIQUITY            Short term financial goalAdherence to principle of alignment                            ...
EXTRINSIC TO INTRINSIC MOTIVATION                                  Material driversextrinsic motivation (theory x)  Adhere...
CHAPTER 7: FOUR MODELS OF MANAGEMENTLoose        “Science”                  “Discovery”              Model                ...
CHANGE AGENT’S AGENDAThree levelsFigure out degrees of freedom and use itBuild internal and external alliesTake an experim...
LEADER’S AGENDAUnderstandingEvaluatingEnvisioningExperimenting
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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.

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Reinventing management

  1. 1. Reinventing ManagementSmarter Choices for Getting Work DoneTITLE: eg. MarketingJulian BirkinshawSubtitle/Description:We Read for You, October 2011Eg. Online MarketingPresented byFaculty Name: eg. Godfrey ParkinSteyn Heckroodt Date: 24/10/2011
  2. 2. TABLE OF CONTENTS – CHAPTER BREAKDOWNCh 1: Why management failedCh 2: What’s your management model?Ch 3: Coordinating activities – From bureaucracy to emergenceCh 4: Making and communicating decisions – From hierarchy tocollective wisdomCh 5: Setting objectives – From alignment to obliquityCh 6: Motivating employees – From extrinsic to intrinsic motivationCh 7: Four models of managementCh 8: The change agent’s agendaCh 9: The leader’s agenda
  3. 3. WHY MANAGEMENT FAILEDLehman Brothers’ demisePoor risk managementPerverse incentive schemesLack of a long-term unifying visionManagement as a profession is not well respectedEmployees are unhappy with their managersThere are no positive role models
  4. 4. CORRUPTION OF MANAGEMENTDefinition = the act of getting people together toaccomplish desired goals and objectivesThe word became infected or taintedLarge industrial firms became dominant – and their styleof management became dominant as wellThe rise of leadership came at the expense ofmanagement
  5. 5. REINVENTION OF MANAGEMENTWe need to develop a more comprehensiveunderstanding of what management is really about tomake better choices
  6. 6. HOW DO I MAKE SMARTER CHOICES?Understanding: You need to be explicit about themanagement principles you are using to run yourcompanyEvaluating: You need to assess whether your company’smanagement principles are suited to the businessenvironment in which you are workingEnvisioning and experimenting: You need to be preparedto try out new practices as a way of reinforcing yourchoices
  7. 7. CHAPTER ONE: SUMMARYManagement is definedIt’s corruption is explainedIt’s failure is discussed, largely against the context ofcontributing factors to the current economic crisisPositions the book as exploring a view on managementwhich suggest that managers become more conscious ofthe choices they make and focus on a methodology tomaking better choices
  8. 8. CHAPTER TWOAsks the question” “What is your management model?”Effectively uses case studies to illustrate managementmodels and their differencesNew ways of coordinating activitiesNew ways of making decisionsNew ways of defining objectivesNew ways of motivating employees
  9. 9. DEFINING A MANAGEMENT MODELBusiness Model = how a company makes moneyThree parts to making money = environment, vision,mission and core competenciesThird part = Management model = how the company willachieve success
  10. 10. TITLE: FORMAL DEFINITIONA management model is the choices made by executivesof a company regarding how they define objectives,motivate effort, coordinate activities, and allocateresources – in other words, how they define how work ofmanagement gets done
  11. 11. TITLE: IMPORTANT FEATURES OF DEFINITIONMaking choicesHas four dimensions • Objectives • Motivate • Coordinate • Making decisions
  12. 12. 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
  13. 13. TITLE: HURDLES AND OPPORTUNITIESIngrained thinking is hard to breakNew work practices are fragileResults outweigh improved practicesFear of trying something newWeb 2.0: From receivers to contributorsGeneration Y: Freedom, personalise, customise, need forspeed
  14. 14. PLOT YOUR CURRENT MODEL Coordinating activities – Q 1 & 2 Bureaucracy EmergenceMaking and communicating decisions – Q 3 & 4 Hierarchy Collective wisdom Managing objectives – Q 5 & 6 Alignment Obliquity Managing individual motivation – Q 7 & 8 Extrinsic Intrinsic
  15. 15. NEXT 4 CHAPTERS (3, 4, 5 & 6)Chapter 3:Coordinating activities: From bureaucracy to emergenceChapter 4:Making and communicating decisions: From hierarchy tocollective wisdomChapter 5:Setting objectives: From alignment to obliquityChapter 6:Motivating employees: From extrinsic to intrinsic motivation
  16. 16. BUREAUCRACY TO EMERGENCE Traditional bureaucracyAdherence to principle of bureaucracy Flexible bureaucracy Internal market model Network model Pure market model Adherence to principle of emergence
  17. 17. HIERARCHY TO COLLECTIVE WISDOM Communicating with subordinates Gaining input from subordinates on decisionsAdherence to principle of hierarchy Using subordinates to solve problems and innovate Making use of external input to improve decision-making Adherence to principle of collective wisdom
  18. 18. ALIGNMENT TO OBLIQUITY Short term financial goalAdherence to principle of alignment Pursuing and indirect goal Pursuing a creative goal Pursuing a leap-of-faith goal Adherence to principle of obliquity
  19. 19. EXTRINSIC TO INTRINSIC MOTIVATION Material driversextrinsic motivation (theory x) Adherence to principle of Social drivers Personal drivers Adherence to principle of intrinsic motivation (theory y)
  20. 20. CHAPTER 7: FOUR MODELS OF MANAGEMENTLoose “Science” “Discovery” Model ModelEnds (O M)Tight “Planning” “Quest” Model Model Tight Means (C M) Loose
  21. 21. CHANGE AGENT’S AGENDAThree levelsFigure out degrees of freedom and use itBuild internal and external alliesTake an experimental approachGive it a nameSeek support from above
  22. 22. LEADER’S AGENDAUnderstandingEvaluatingEnvisioningExperimenting

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