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"The decades of experience-based wisdom that Graupp, Steward and Parsons share will set you on a new path to a more joyful organization and the tangible results it will produce." Rich Sheridan, CEO, Menlo Innovations; author of Joy, Inc. and Chief Joy Officer "A fine book by skilled practitioners that integrates Kata and TWI, with Strategy Deployment in pursuit of an integrated management system. Well done, Skip, Brad and Patrick." Pascal Dennis, president, Lean Pathways Inc.; author of Lean Production Simplified, Andy & Me, Andy & Me and the Hospital, Getting the Right Things Done, and The Remedy "In this practical and engaging book, Patrick Graupp, Skip Steward, and Brad Parsons give a concise and extremely clear explanation of what systems thinking looks like in a healthcare setting. And they do so in a way that translates easily to any type of organization. Highly recommended!" Alan Robinson, co-author of Ideas Are Free and The Idea-Driven Organization Despite the vast library of knowledge on Lean tools and models, the majority of Lean implementations fail to sustain themselves over time for lack of a functioning management system. In turn, when organizations try to apply a prescribed, one-size-fits-all, management system they inevitably find that what works for others may not work quite as well in their unique situation. Putting the right pieces in the right places is the prime challenge for every organization and no two successful management systems will, or should, be the same. This book provides and examines core principles that must be in place for an organization to find what an effective management system should constitute for them. It outlines key elements and how they work together as a necessary system to achieve overall success. Based on their extensive experience with organizational development and hands-on leadership in policy deployment, TWI and Kata, the authors describe their own journey in helping organizations discover and develop systems that function like well-designed and smooth-running machines while capturing the humanistic aspects of the foundational skills that emphasize the inherent synergy of the system. Readers will learn to help their own organizations "connect the dots" between the various pieces of Lean methodology and effectively create their own management systems that ultimately fulfil customers’ needs and expectations.
This brand new textbook has been designed to help your students to acquire or enhance their abilities in leading and developing themselves, others, and organizations. Grounded in the findings of both classic and recent management and leadership research, it translates the theory into rigorous yet practical advice so that students will have the skills to manage effectively and sustainably. The book takes an innovative learner-centric approach, structured around different levels of management from individual effectiveness, through to interpersonal effectiveness, and then team and organizational effectiveness. With a global focus, lively writing style, and an eye on current and future developments, it provides a succinct, accessible, and engaging look at what it means to be a manager. Thanks to its extensive features from thought-provoking questions to global case studies, this textbook will provide you with all the necessary tools to run an introductory management course which prepares students for the managerial challenges of the 21st century. Accompanying online resources for this title can be found at bloomsburyonlineresources.com/effective-management. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.
The how-to guide for exceptional management from the bottom up The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what "effective management" actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way. Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level—with a behavioral framework designed to be tailored to your team's specific needs. Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance.
Implement best-in-class performance management systems Performance Management For Dummies is the definitive guide to infuse performance management with your organization's strategic goals and priorities. It provides the nuts and bolts of how to define and measure performance in terms of what employees do (i.e., behaviors) and the outcome of what they do (i.e., results) —both for individual employees as well as teams. Inside, you’ll find a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve and how, and ensure they're growing with the organization—and helping the organization succeed. Plus, it’ll show managers to C-Suites how to use performance management not just as an evaluation tool but, just as importantly, to help employees grow and improve on an ongoing basis so they are capable and motivated to support the organization’s strategic objectives. Understand if your performance management system is working Make fixes where needed Get performance evaluation forms, interview protocols, and scripts for feedback meetings Grasp why people make some businesses more successful than others Make performance management a useful rather than painful management tool Get ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.
Whatever Fredmund Malik writes, carries weight. This book provides everything you need to know about effective management and day-to-day executive life - in terms that are concrete, practical and productive. The author answers the question of how executives can operate effectively and successfully and accomplish their organizational objectives. Now a classic among economics texts, this book contains the essential know-how for managers in both profit and not-for-profit sectors.
Includes traffic congestion management case studies for Albany, N.Y., Washington, D.C., Dallas-Fort Worth, Tex. and Seattle, Wash.
Strategic Management (2020) is a 325-page open educational resource designed as an introduction to the key topics and themes of strategic management. The open textbook is intended for a senior capstone course in an undergraduate business program and suitable for a wide range of undergraduate business students including those majoring in marketing, management, business administration, accounting, finance, real estate, business information technology, and hospitality and tourism. The text presents examples of familiar companies and personalities to illustrate the different strategies used by today's firms and how they go about implementing those strategies. It includes case studies, end of section key takeaways, exercises, and links to external videos, and an end-of-book glossary. The text is ideal for courses which focus on how organizations operate at the strategic level to be successful. Students will learn how to conduct case analyses, measure organizational performance, and conduct external and internal analyses.
The National Academies' Roundtable on Science and Technology for Sustainability hosted a workshop "Knowledge-Action Systems for Seasonal to Interannual Climate Forecasting" in 2004 to discover and distill general lessons about the design of effective systems for linking knowledge with action from the last decade's experience with the production and application of seasonal to interannual climate forecasts. Workshop participants described lessons they had learned based on their experiences developing, applying, and using decision support systems in the United States, Columbia, Brazil, and Australia. Some of the key lessons discussed, as characterized by David Cash and James Buizer, were that effective knowledge-action systems: define and frame the problem to be addressed via collaboration between knowledge users and knowledge producers; tend to be end-to-end systems that link user needs to basic scientific findings and observations; are often anchored in "boundary organizations" that act as intermediaries between nodes in the system - most notably between scientists and decision makers; feature flexible processes and institutions to be responsive to what is learned; use funding strategies tailored to the dual public/private character of such systems; and require people who can work across disciplines, issue areas, and the knowledgeâ€"action interface.
Instant Wall Street Journal Bestseller! Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't really know what you're doing. That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What was the secret to leading with confidence in new and unexpected situations? Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager. The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including: * How to tell a great manager from an average manager (illustrations included) * When you should look past an awkward interview and hire someone anyway * How to build trust with your reports through not being a boss * Where to look when you lose faith and lack the answers Whether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you wish you had.
Effective management is as much an art as a science. Without it, organizations flounder and fail; with it, people excel and organizations succeed. That's simple in concept, yet difficult to achieve, despite the plethora of writings on the topic and the best practices that have accumulated through decades of example. As the authors demonstrate, the key to success is the integration of strategic concepts and front-line applications-which have, to date, been treated separately in both theory and practice. Employing the Strategic Management Model, developed by Huffmire, and applied as both an analytical tool and a practical framework for improving performance, the authors provide a comprehensive approach to management and supervision that will contribute to individual, team, and organization-wide success. Illustrating their principles through numerous real-life experiences, from organizations as diverse as Ford Motor Company, Johnsonville Foods, and Emerson Electric, the authors eschew fads and superficial palliatives in favor of basic skills and qualities. Focusing on such skills as delegation, prioritization, motivation, and decision making, Huffmire and Holmes show managers how to deliver results through their employees. The net effect is the development of people and organizations that are able to adapt to a constantly changing environment, set and achieve goals, conduct effective performance appraisals, retain the best people and develop successors, reduce costs, and increase profits. Featuring diagnostic tools, checklists, and an appendix with in-depth case studies, the Handbook of Effective Management is an essential resource for managers and supervisors in all types of organizations, as well as for professors and students of management and human resource and training professionals.