I'm sorry I broke your company when management consultants are the problem, not the solution
If management theories and systems (think: ""Management by Objectives"" and ""Process Optimization"") are the religion, consultants are the high-priests. With years as a top Fortune 100 executive and, yes, management consultant, Karen Phelan exposes the whole...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
San Francisco, CA :
Berrett-Koehler Publishers
c2013.
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| Edición: | 1st ed |
| Colección: | BK Business
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628569106719 |
Tabla de Contenidos:
- Cover; Contents; Preface; Introduction; Why I blame management consultants; About this book; 1. Strategic Planning Can't Predict the Future: Strategy Development Is a Vision Quest; The downside of having a strategy is missed opportunities; Managing by the numbers only manages the numbers; Predicting the future is risky business; Planning for the future and predicting the future are not the same thing; 2. Make Sure You Reengineer the People, Too: Optimized Processes Only Look Good on Paper; Having people to rely on for improvements is all you really need
- People should manage the methods and not the methods manage the peopleIn a human-created world, most of the problems are created by humans; It's hard to optimize a person; 3. Metrics Are the Means, Not the Ends: Numerical Targets Are Measure-mental; Everything gets measured all the time; It's funny how the targets are always met; Measures create conflict where there normally is none; Take a goal you want and turn it into something you don't; 4. Standardized Human Asset Management Is a SHAM: How Performance Management Demoralizes the Performers
- Performance management systems only enforce the strategic objective of implementing performance management systemsNo amount of effort will ensure fairness in a process that is inherently unfair; Let me tell you what I like and don't like about you; We're not only in it for the money; 5. I Am a Manager, and So Can You: Why Is the Successful Manager's Handbook 609 Pages Long?; There's no shortage of management models and techniques; How I inadvertently managed to manage; Being a good manager isn't all that different from being a good person
- 6. Stop Perpetrating Talent Management on People: Albert Einstein Was Not an A playerLet's stop sorting out the ABCs; Performance is situational; The problem with labels is that labels stick; Sometimes the A players are alienated by this system, too; The Peter Principle is not a joke; We are pushing people toward mediocrity; Fit the jobs to the people, not the people to the boxes; 7. Great Leaders Don't Fit the Models: Steve Jobs Failed My Leadership Competencies; The ongoing debate: What traits make a leader?; If traits don't make a leader, what are leadership assessments assessing?
- We use teams because one person can't be good at everythingTrying to be good at everything is the way to achieve mediocrity; There is no recipe or checklist for self-actualization; 8. Out of the Boxes, Charts, and Spreadsheets: How to Think Without Consultants; Management is not a science; How to think better; How to think about working with consultants; Conclusion; Notes; Resources; Resource A: A Measure of Truth; Resource B: The Method of Truth; Resource C: Bibliography; Acknowledgments; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; Q; R; S; T; U; V; W; About the Author
