Manager redefined: the competitive advantage in the middle of your organization

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-Perrins' management performance model: Executing tasks, Building relationships and performance capability, and Energizing change. Additionally, managers must create an atmosphere of authenticity and trust INDICE: PREFACE. Part I: Context. 1 Do Managers Matter? A Brief History ofManagement. Defining Management and Leadership. The Definition, and the Power, of Engagement. Summary. 2 Why Managers Have a Tough Job. Employees Are Smartand Demanding. We Have Ambivalent Feelings about Leadership and Followership.We Really Dont Like Being Told What to Do. Managers Behave Badly. Summary. 3 A New Model of Manager Performance. Managers and Competitive Advantage. The Manager Performance Model. Summary. 4 Constructing the Manager Role. Manager ContributionThe Player-Coach Job. Manger CompetencyThe Technical Skill Dilemma. The Size of the JobSpan of Control. Building the Role System. Summary. Part II:Implementation. 5 Executing Tasks. Planning Work. Clarifying Job Roles. Monitoring Progress. Summary. 6 Developing People. Acting as a Human Capital Treasurer. Providing Direct Development. Goal Setting and Performance Feedback. Summary. 7 Delivering the Deal. Transforming the Extrinsic into the Intrinsic. Individualizing Rewards. Boosting Engagement Through Recognition. Summary. 8 Energizing Change. Coping with Imposed Chang. Choosing to Change. Sustaining Engagement. Summary. 9 Authenticity and Trust. Connecting Authenticity and Trust. Building Trust Through Authenticity. Implications for Manager Performance. Summary. 10 Fitting the Pieces Together. Manager Role Structure and Performance ModelA Summary. What Makes a Great Manager? Can a Good Manager Manage Anything? Make Versus Buy. Notes for Those Who Want Managers to Succeed. Notes. The Authors.

• ISBN: 978-0-470-62772-3
• Editorial: John Wiley & Sons
• Encuadernacion: Cartoné
• Páginas: 336
• Fecha Publicación: 10/11/2010
• Nº Volúmenes: 1
• Idioma: Inglés