Manager Redefined

Beschreibung

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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Thomas O. Davenport

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Business & Management Management Wirtschaft u. Management

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One of the CIPD's core messages to policy-makers over thepast 15 years has been the importance of improving leadership andmanagement capability to boost UK productivity. This message liesat the heart of Manager Redefined: The Competitive Advantage inthe Middle of Your Organization...The book reinforces thecase for investing in improving management capability, drawing onTowers Watson's database of staff survey responses. It alsopresents a range of case studies providing examples of how a focuson making changes to management behaviour delivers bottom-lineresults. From this evidence the authors have developed theirManager Performance Model, which they break down into four coreelements: executing tasks, developing people, delivering the dealand energising change... Davenport and Harding highlight theimportance of effective partnership between executive teams and HRin breathing life into the Manager Performance Model and set out alist of areas practitioners need to consider if they want theirmanagers to drive competitive advantage. The book should alsomake compelling reading for policy-makers interested in meeting theUK 's people management skills deficit to drive economicgrowth. --People Management, publication of Chartered Instituteof Personnel and Development (CIPD), Europe's largest HRdevelopment professional body In Manager Redefined, Tom Davenport and StephenHarding...view supervisors and managers as centres of insightand influence, underappreciated in many organizations, but endowednevertheless with the potential to make dramatic contributions toenterprise success....The authors challenge readers to considerthe power embedded in their managers' accumulated knowledgeand experience...The authors provide a sound and practicalperformance model that reflects both current workplace reality andenduring human traits. --From HR Leader (Australia) In Manager Redefined, Davenport and Harding assert thatmanagers not only matter to a company's success, but alsorepresent a potentially critical element in the performanceequation. Drawing on extensive use of case studies, survey dataand consulting experience, Manager Redefined identifies aperformance model that depicts how managers contribute mostdirectly and significantly to sustainable competitiveadvantage. -- drakepulse.com, the on-line site of the Drake BusinessReview
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