Manager Redefined (E-Book) von Thomas O. Davenport

Preface vii

Part I: Context 1

1 Do Managers Matter? 3

A Brief History of Management 4

Defining Management and Leadership 7

The Definition, and the Power, of Engagement 16

Summary 22

2 Why Managers Have a Tough Job 25

Employees Are Smart and Demanding 26

We Have Ambivalent Feelings about Leadership and Followership 29

We Really Dont Like Being Told What to Do 32

Managers Behave Badly 33

Summary 36

3 A New Model of Manager Performance 39

Managers and Competitive Advantage 41

The Manager Performance Model 51

Summary 66

4 Constructing the Manager Role 71

Manager ContributionThe Player-Coach Job 72

Manager CompetencyThe Technical Skill Dilemma 74

The Size of the JobSpan of Control 81

Building the Role System 89

Summary 101

Part II: Implementation 103

5 Executing Tasks 105

Planning Work 106

Clarifying Job Roles 115

Monitoring Progress 137

Summary 139

6 Developing People 143

Acting as a Human Capital Treasurer 144

Providing Direct Development 153

Goal Setting and Performance Feedback 161

Summary 172

7 Delivering the Deal 177

Transforming the Extrinsic into the Intrinsic 178

Individualizing Rewards 181

Boosting Engagement Through Recognition 187

Summary 194

8 Energizing Change 199

Coping with Imposed Change 200

Choosing to Change 213

Sustaining Engagement 218

Summary 225

9 Authenticity and Trust 229

Connecting Authenticity and Trust 229

Building Trust Through Authenticity 232

Implications for Manager Performance 244

Summary 253

10 Fitting the Pieces Together 257

Manager Role Structure and Performance ModelA Summary 258

What Makes a Great Manager? 259

Can a Good Manager Manage Anything? 265

Make Versus Buy 266

Notes for Those Who Want Managers to Succeed 269

Notes 281

The Authors 313

Index 315

Thomas O. Davenportis a senior practitioner in the San Francisco office of Towers Watson, a worldwide human resource consulting firm. He provides advice on human capital strategy, employee and organization research, and leadership development to clients in a wide variety of industries.

Stephen D. Hardingis a senior practitioner in the London office of Towers Watson. He has consulted in employee research and organizational behavior for the last twenty years and has responsibility for managing employee research projects throughout Europe and elsewhere internationally.