If the number of different titles on a particular subject in the business section of a book store is an indication of its importance, then Management is, by far, the number one topic. This is logical, since virtually every aspect of business involves the management of people, things, numbers, or even one’s self. It then follows, that the number of articles in this collection in the section on Management should be the largest. It is not; not by a long shot! In fact, this section consists of only 22 of the 500 plus articles in the entire collection. The reason is simple: there are management aspects that are best covered in every other chapter and in most of the sections in each chapter that are topic specific.
Another equally important factor for this chapter’s brevity is the fact that there are so many outstanding books on the subject that are readily available. Repeating their messages, in abbreviated form in this collection, would not do them justice. Finally, college courses and highly experienced management consultants that can provide individualized guidance are also readily available.
Think of the articles in this chapter as a basic potpourri of somewhat related ideas that were addressed in a standalone chapter rather than be included elsewhere. It is no accident that the chapter is the last chapter in the, “Managing a Company,” volume of this collection. The four other chapters in this volume are:
- Growing Pains
- Responding versus Reacting
- Human Capital
- You: The CEO
The titles of the other chapters in the other volumes in this collection will quickly identify the universal nature of the need for management in every subject listed.
Chapter Sections and Summaries
- Meetings
Unfortunately, meetings are a necessary evil for every organization that has more than one person. They will always be necessary, but with some forethought and discipline, instead of being “evil” they can be highly effective methods of communication and decision-making.
- Decision Making
Decision making and meetings do not necessarily go hand-in-hand. Developing crisp and consistent approaches to making decisions and involving only selected individuals is the key to creating a culture of responsiveness.
- Managers and Leaders
This section could have easily been titled, “Managers vs Leaders,” to emphasize the conflict that often occurs in some organizations. Instead, both managers and leaders have distinct roles. Some individuals easily assume both roles, while others do not.
- Accountability
Accountability and responsibility must clearly be linked together. For both, individuals, not departments or committees, need to clearly understand if and when they are tasked with both.
- Goals
Measurable and definitive goals need to be clearly established for virtually every activity in an organization. Without goals, there can be no true accountability.
Chapter Articles and Summaries
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Introduction to Management |
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The term management is an all-encompassing word that touches every aspect of our lives. |
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Why Are We Here? |
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Establishing clear meeting expectations can dramatically improve meeting effectiveness. |
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Make Meetings Work |
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Establishing simple meeting “rules of the road” is the best way to make meetings effective. |
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Managing Meeting Time |
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Implement some common meeting process techniques will improve meeting effectiveness. |
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Reports – Ugh |
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The need for reports seems to grow without bound in an organization: are they necessary? |
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Ground Rules |
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View problems as opportunities and make sure the 7 business principles are applied to decisions. |
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Not Too Wide Angle Views |
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Too many points of view can be just as problematic as too few when making decisions. |
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No Decision Decisions |
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Make decision quickly and crisply to survive, thrive, and create a competitive advantage. |
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Wear Big Hats |
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Ask individuals to focus on what is good for the organization rather than their self-interest. |
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Good Enough is OK |
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Good enough performance or outcomes should be considered in all decision-making activities. |
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Decision Acid Tests |
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Develop a standard process to re-consider decisions to help insure that they are correct. |
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What's the Difference? |
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Some individuals are managers, while others are leaders, and some are both. |
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Be Willing to Let Go |
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Explaining why a task needs to be performed is as important as explaining what has to be done. |
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Set the Example |
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“Follow my lead” when actually done, shows commitment and inspires others. |
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Leaders versus Loudmouths |
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Openness and tolerance are worthwhile traits to support, up to a point. |
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Measure Someone Else |
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Focus on how, and not if, individuals will be held accountable |
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Elephant versus a Fly |
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Following the same accountability rules needs to occur regardless of setting or observation. |
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Empowerment |
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To be successful, empowerment relies on the simple principles of trust, commit, and perform. |
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Execution versus Execute |
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Fear of retribution usually results in less than expected performance. |
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Change the Future |
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Use forecasted performance to determine if actions are required to meet goals. |
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Keep Them Informed |
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Focus on sharing and explaining information instead of simply posting data. |
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Ostrich Goals |
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Consciously consider events that could hinder goal progress and develop plans accordingly. |
