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Why Managers Matter:
…it is easy to criticize and much harder to create.
|
004 |
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Why Managers Matter:
The traditional hierarchy still plays an essential role in most companies and has continued to do so…
|
004 |
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Why Managers Matter:
Smart bosses spend less time on day-to-day supervision of employees an more time thinking about the key strategic issues…
|
004 |
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Why Managers Matter:
Good bosses also spend time managing uncertainty and adapting the company’s strategy and structure by handling overall coordination between employees and units.
|
004 |
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Why Managers Matter:
A company, like any social system, abhors a power vacuum, and companies are not exception…
|
006 |
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Why Managers Matter:
If there are no formal bosses, informal ones will emerge.
|
006 |
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Why Managers Matter:
Contrary to popular opinion, the world is not becoming dominated by flatter, even bossless, network organizations.
|
006 |
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Why Managers Matter:
…the basic problem of management and business – how to assemble, organize, and motivate groups of people and resources to produce the goods and services consumers want – is the same as it ever was.
|
013 |
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Why Managers Matter:
Authority and hierarchy – rightly exercised – are useful and necessary for companies to thrive.
|
014 |
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Why Managers Matter:
Decentralization makes sense when its benefits outweigh the costs as they sometimes do – but not all the time!
|
015 |
