Manager Redefined: The Competitive Advantage in the Middle of Your OrganizationJohn Wiley & Sons, 2010 M10 7 - 336 pages 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. |
Contents
Do Managers Matter? | 3 |
Why Managers Have a Tough Job | 25 |
A New Model of Manager Performance | 39 |
Constructing the Manager Role | 71 |
5 | 105 |
6 | 143 |
7 | 177 |
8 | 199 |
9 | 229 |
Fitting the Pieces Together | 257 |
Notes | 281 |
The Authors | 313 |
Other editions - View all
Manager Redefined: How Your Top Performers Manage Work Thomas O. Davenport,Stephen D. Harding Limited preview - 2010 |
Common terms and phrases
ability achieve Applied Psychology assessment assets authenticity autonomy behavior build call center career challenging Chapter Cisco coaching cognitive company’s competencies competitive advantage contribution cost create deal defined ecotone efforts elements emotional employee engagement employee’s energizing change Enron ensure environment eTelecare example executives experience Facebook factors feedback focus focused goals high-performing human capital Ibid important improve increase individual individual’s innovation Intel intrinsic investment Journal of Applied leaders leadership learning manager performance model manager’s manager’s job ment motivation organization organization’s organizational outcomes Oxytocin PepsiCo percent Peter Principle planning positive production programs Randstad recognition reference class forecasting relationship resilience responsibility reward salesforce.com self-efficacy skills social Southwest Southwest Airlines spans of control strategy structure success supervisors survey tasks technical tion Towers Perrin Towers Watson transactional leadership trust unit well-being workplace Zappos