Management Redeemed: Debunking the Fads that Undermine Corporate Performance
Today's conventional wisdom on management is that less is better. Academics, consultants, and even executives claim organizations will run better if they are less hindered by bureaucracy, hierarchy, reports, meetings, and other relics of traditional management.
In a refreshing departure from these claims, Frederick G. Hilmer and Lex Donaldson challenge five of the most widely held beliefs about management. Drawing on examples from GE, Microsoft, Nike, Ford, Gillette, and other corporations, as well as on years of research from top business scholars, "Management Redeemed" argues that multiple layers of management and formal hierarchical structure actually help to make organizations more productive. Supporting another equally contrarian position, the authors demonstrate that reflection, analysis, and intellectual activity are as important to managerial success as quick action and intuition. They also warn against the dangers of corporate culture and quick-fix solutions such as TQM, reengineering, value-based planning, benchmarking, niche marketing, and gainsharing. And finally, in one of their most surprising revelations, Rilmer and Donaldson rebut the notion that independent boards are necessary to ensure that management works in the best interest of the shareholders. In fact, their evidence illustrates that boards with a majority of outside directors generally underinvest in R&D, retarding corporate success.
In contrast to all who decry managers and management, Hilmer and Donaldson have a strikingly positive view of managers. And, unlike those who predict the imminent extinction of managers, these authors foresee a larger role for them in the corporations of the future.Rather than doing away with classical management, Hilmer and Donaldson urge that it be upgraded to a profession on par with medicine, engineering, law, or architecture. To meet that standard, the authors say, corporations, business schools, and professional associations must work together to establish a firm set of ideals and ethics, a sound body of required knowledge, and a clear, jargon-free vocabulary.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
action agement agers analysis antimanagement approach become benchmarking better board of directors body of knowledge business process reengineering clan communication competitive complex corporate culture costs customers decisions diversity economic effective Electric employees ethical example executives fads five false trails flattening gainsharing global goals Henry Mintzberg hierarchy ideals ideas improve increase independent boards industry innovation intuition investors Jack Welch James Champy Japan Japanese corporations Karl Weick large corporations large organizations lead learning levels managerial manufacturing ment Michael Hammer middle managers modern Moreover niche Nike Oren Harari organizational owners Parkinson's Law percent performance planning practice problems production profes professional managers reasoning reengineering Ricardo Semler risk role senior managers share shareholders skills span of control Steve Jobs strategy structure success techniques tion total quality management U.S. firms Wal-Mart Welch workers Zen archery