reinventing management

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TITLE: eg. Marketing Subtitle/Description: Eg. Online Marketing Faculty Name: eg. Godfrey Parkin Date: 24/10/2011 Reinventing Management Smarter Choices for Getting Work Done Julian Birkinshaw We Read for You, October 2011 Presented by Steyn Heckroodt

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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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Page 1: Reinventing management

TITLE: eg. Marketing

Subtitle/Description: Eg. Online Marketing

Faculty Name: eg. Godfrey Parkin

Date: 24/10/2011

Reinventing Management Smarter Choices for Getting Work Done Julian Birkinshaw

We Read for You, October 2011

Presented by

Steyn Heckroodt

Page 2: Reinventing management

TABLE OF CONTENTS – CHAPTER BREAKDOWN

Ch 1: Why management failed

Ch 2: What’s your management model?

Ch 3: Coordinating activities – From bureaucracy to emergence

Ch 4: Making and communicating decisions – From hierarchy to

collective wisdom

Ch 5: Setting objectives – From alignment to obliquity

Ch 6: Motivating employees – From extrinsic to intrinsic motivation

Ch 7: Four models of management

Ch 8: The change agent’s agenda

Ch 9: The leader’s agenda

Page 3: Reinventing management

WHY MANAGEMENT FAILED

Lehman Brothers’ demise

Poor risk management

Perverse incentive schemes

Lack of a long-term unifying vision

Management as a profession is not well respected

Employees are unhappy with their managers

There are no positive role models

Page 4: Reinventing management

CORRUPTION OF MANAGEMENT

Definition = the act of getting people together to

accomplish desired goals and objectives

The word became infected or tainted

Large industrial firms became dominant – and their style

of management became dominant as well

The rise of leadership came at the expense of

management

Page 5: Reinventing management

REINVENTION OF MANAGEMENT

We need to develop a more comprehensive

understanding of what management is really about to

make better choices

Page 6: Reinventing management

HOW DO I MAKE SMARTER CHOICES?

Understanding: You need to be explicit about the

management principles you are using to run your

company

Evaluating: You need to assess whether your company’s

management principles are suited to the business

environment in which you are working

Envisioning and experimenting: You need to be prepared

to try out new practices as a way of reinforcing your

choices

Page 7: Reinventing management

CHAPTER ONE: SUMMARY

Management is defined

It’s corruption is explained

It’s failure is discussed, largely against the context of

contributing factors to the current economic crisis

Positions the book as exploring a view on management

which suggest that managers become more conscious of

the choices they make and focus on a methodology to

making better choices

Page 8: Reinventing management

CHAPTER TWO

Asks the question” “What is your management model?”

Effectively uses case studies to illustrate management

models and their differences

New ways of coordinating activities

New ways of making decisions

New ways of defining objectives

New ways of motivating employees

Page 9: Reinventing management

DEFINING A MANAGEMENT MODEL

Business Model = how a company makes money

Three parts to making money = environment, vision,

mission and core competencies

Third part = Management model = how the company will

achieve success

Page 10: Reinventing management

TITLE: FORMAL DEFINITION

A management model is the choices made by executives

of a company regarding how they define objectives,

motivate effort, coordinate activities, and allocate

resources – in other words, how they define how work of

management gets done

Page 11: Reinventing management

TITLE: IMPORTANT FEATURES OF DEFINITION

Making choices

Has four dimensions

• Objectives

• Motivate

• Coordinate

• Making decisions

Page 12: Reinventing management

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

Page 13: Reinventing management

TITLE: HURDLES AND OPPORTUNITIES

Ingrained thinking is hard to break

New work practices are fragile

Results outweigh improved practices

Fear of trying something new

Web 2.0: From receivers to contributors

Generation Y: Freedom, personalise, customise, need for

speed

Page 14: Reinventing management

PLOT YOUR CURRENT MODEL

Coordinating activities – Q 1 & 2

Bureaucracy Emergence

Making and communicating decisions – Q 3 & 4

Hierarchy Collective wisdom

Managing objectives – Q 5 & 6

Alignment Obliquity

Managing individual motivation – Q 7 & 8

Extrinsic Intrinsic

Page 15: Reinventing management

NEXT 4 CHAPTERS (3, 4, 5 & 6)

Chapter 3:

Coordinating activities: From bureaucracy to emergence

Chapter 4:

Making and communicating decisions: From hierarchy to

collective wisdom

Chapter 5:

Setting objectives: From alignment to obliquity

Chapter 6:

Motivating employees: From extrinsic to intrinsic motivation

Page 16: Reinventing management

BUREAUCRACY TO EMERGENCE

Traditional bureaucracy

Flexible bureaucracy

Internal market model

Network model

Pure market model

Ad

her

ence

to

pri

nci

ple

of

bu

reau

crac

y

Adherence to principle of emergence

Page 17: Reinventing management

HIERARCHY TO COLLECTIVE WISDOM

Communicating with subordinates

Gaining input from subordinates on decisions

Using subordinates to solve problems and

innovate

Making use of external input to

improve decision-making

Ad

her

ence

to

pri

nci

ple

of

hie

rarc

hy

Adherence to principle of collective wisdom

Page 18: Reinventing management

ALIGNMENT TO OBLIQUITY

Short term financial goal

Pursuing and indirect goal

Pursuing a creative goal

Pursuing a leap-of-faith goal

Ad

her

ence

to

pri

nci

ple

of

alig

nm

ent

Adherence to principle of obliquity

Page 19: Reinventing management

EXTRINSIC TO INTRINSIC MOTIVATION

Material drivers

Social drivers

Personal drivers

Ad

her

ence

to

pri

nci

ple

of

ex

trin

sic

mo

tiva

tio

n (

theo

ry x

)

Adherence to principle of intrinsic motivation (theory y)

Page 20: Reinventing management

CHAPTER 7: FOUR MODELS OF MANAGEMENT

Loose “Science” “Discovery”

Model Model

Ends (O M)

Tight “Planning” “Quest”

Model Model

Tight Means (C M) Loose

Page 21: Reinventing management

CHANGE AGENT’S AGENDA

Three levels

Figure out degrees of freedom and use it

Build internal and external allies

Take an experimental approach

Give it a name

Seek support from above

Page 22: Reinventing management

LEADER’S AGENDA

Understanding

Evaluating

Envisioning

Experimenting