Harvard business review december 2011 first lets_fireallthemanagers_garyhamel_20111218_miaspace_share

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Harvard Business Review | december 2011 FIRST, LETS FIRE ALL THE MANAGERS by Gary Hamel

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  • 1. FIRST, LETS FIRE ALL THE MANAGERS Harvard Business Review December 2011
  • 2. Gary Hamel is a visiting professor of at London Business School and the director of the Management Innovation eXchange, a web-based research initiative focused on management innovation. He is author of six books, including What Matters Now (forthcoming from Jossey-Bass).
  • 3. 3 miaSPACE.com MANAGEMENT IS THE LEAST EFFICIENT ACTIVITY IN YOUR ORGANIZATION
  • 4. 4 miaSPACE.com Imagine a company where Sound impossible? ITS NOT.
  • 5. 5 miaSPACE.com MORNING STAR
  • 6. 6 miaSPACE.com Unpacking the Morning Star Model EMPOWER EVERYONE -TRULY DONT FORCE PEOPLE INTO BOXES ENCOURAGE COMPETITION FOR IMPACT, NOT FOR PROMOTIONS MAKE THE MISSON THE BOSS Every employee at Morning Star is responsible for drawing up a personal mission statement that outlines how he or she will contribute to the companys goal of producing tomato products and services which consistently achieve the quality and service expectations of our customers At Morning Star, theres no central purchasing department or senior executive who has to sign off on expenditures; anyone can issue a purchase order. With no hierarchy and no titles, theres no career ladder to climb at Morning Star. That doesnt mean everyone is equal. To get ahead an employee must master new skills or discover new ways of serving colleagues. Around here, theres no such thing as a promotion, says Ron Caoua, an IT specialist. What strengthens my rsum is more responsibilitynot a bigger title. Morning Star has no centrally defined roles, so employees get the opportunity to take on bigger responsibilities as they develop their skills and gain experience.
  • 7. 7 miaSPACE.com AT MOST PLACES, EMPLOYEES ASSUME THAT CHANGE COMES FROM ABOVE. MORING STAR COLLEAGUES KNOW ITS THEIR JOB TO LEAD IT.!
  • 8. 8 miaSPACE.com ADVANTAGES & DISADVANTAGES LOWER COSTS DEEPER EXPERTISE MORE COLLEGIALITY GREAT INITIATIVE HIGHER LOYALTY INCREASED FLEXIBILITY BETTER DECISIONS ACCOUNTABILITY CHALLENGES TOUGHER ADJUSTMENT LONGER INDUCTIONGROWTH ISSUES Having no managers reduces head count and wage costs. The savings can be used to pay better salaries to everyone and to fuel growth. By pushing expertise down to the front lines, rather than escalating decisions, self- management promotes smarter, faster decisions. Few employees leave to join rivals, and even temporary workers are dedicated to the organization. Because everyone is responsible for the quality of his or her work, employees are forced to invest in developing their skills. Backstabbing, politicking, and sycophantic behaviors drop dramatically when employees stop competing for promotions Employees are proactive because they have the freedom to act. They are also willing to help colleagues because it increases their reputational capital. Employees respond rapidly, coming together in teams to tackle challenges and to experiment with new ideas Self-management doesnt suit everyone. Employees whove worked all their lives in hierarchical organizations may not be able to cope. If employees fail to deliver a strong message to colleagues who dont meet expectations, self-management can become a conspiracy of mediocrity. It takes time to fit in. New employees may need a year or more to become fully functional in the system. Without a corporate ladder to climb, employees find it difficult to evaluate their progress relative to peers. That can become a handicap when someone wants to switch companies.
  • 9. JANUARY 2, 2012 YoungMi lee (Mia Lee) www.facebook.com/YoungMi.Mia www.miaSpace.com miaspace@naver.com miaSPACE.com
  • 10. JANUARY 2, 2012 YoungMi lee (Mia Lee) www.facebook.com/YoungMi.Mia www.miaSpace.com miaspace@naver.com miaSPACE.com

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