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Why Managers Matter:
…when employees know the best decision to make, why not delegate the right to make the decision to them?
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126 |
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Why Managers Matter:
…with fewer middle managers to serve as buffers between bosses and employees, bosses become more powerful.
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127 |
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Why Managers Matter:
Highly visible celebrity CEOs are unlikely to practice a hands-off management style, no matter what they tell journalists.
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131 |
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Why Managers Matter:
Not only is concentrated managerial power here to stay, but management authority has become even more essential than it was in earlier eras.
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132 |
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Why Managers Matter:
It is no coincidence that many of the best-known successful corporate turnarounds were pinned to single individuals…
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132 |
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Why Managers Matter:
…centralizing decision authority can often reduce the delays resulting from more collaborative and consensus-driven approaches.
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132 |
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Why Managers Matter:
…flat management structures can induce more micro-management than vertical hierarchies.
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133 |
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Why Managers Matter:
Charismatic leaders in creative industries not only control membership and resources but also inspire, shape, goad, and cajole.
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133 |
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Why Managers Matter:
A strong boss knows how to bring out the best in each team member and can persuade strong-willed individuals to subordinate their egos and play as a team.
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133 |
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Why Managers Matter:
The insight that leadership, authority, and hierarchy perform useful functions is as true today as it was in the days of important organization and management thinkers…
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135 |
