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Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
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• Decision making: The decision-making process was a bad joke in many organizations—particularly large organizations—where bureaucracy, turf battles, and corporate politics reigned supreme. Decisions that should have taken minutes or hours at most instead took weeks or even months. But, as layers of middle managers were shown the door and hierarchies flattened, decisions were once again put on the fast track.
• Communicating: As layers of middle managers disappeared so did a lot of organizational friction, allowing communication to flow much more freely and much more quickly—from top to bottom and across departmental boundaries.
• Responsiveness: With fewer levels in the organization, employees can be empowered to be more responsive to customer needs as well as encouraged to take greater initiative in their jobs.
• Bottom-line benefits: Organizations that rid themselves of droves of middle managers—and their expensive pay and benefits pack-ages—suddenly found themselves with a lot less cost and a lot more profit.
• Movement of authority and power:With the loss of many of their management and supervisory ranks, frontline employees were forced to take on more of the roles formerly reserved for management, including decision making, making hiring and firing decisions, drafting and controlling budgets, and much more. The result is that much authority and power in many organizations have migrated to where the action is—among their frontline employees.
The Management Bible
• Greater utilization of technology: To keep current and connected, organizations are coming to rely more heavily on technology to better communicate and implement the organization’s services.
Cooperation instead of Competition
While downsizing was a powerful force pushing many organizations away from the old model of strong hierarchy and toward the new model of teams, another force was also at work: an increasing desire for employees to work together—to cooperate—to achieve common goals rather than to compete against one another. The result is that organizations are no longer measuring employees only by their individual contributions but also by how effective they are as contributing members of their work teams.
To make organizational sense of this fundamental change, businesses are increasingly moving away from a structure of traditional, functional divisions that once separated organizational units (for example, manufacturing, sales, engineering, inventory, and so forth) from one another. In their place are teams—comprised of employees from different organizational units—whose members work together to perform tasks and achieve common goals. Most businesses still organize their operations by departments, divisions, and so forth, but smart managers now encourage, rather than discourage, their employees to cross formal organizational lines to get their work done more efficiently and effectively.
There are a number of benefits available to organizations that promote cooperation instead of competition among employees, including:
• Reducing unproductive competition: Competition is great when it’s directed at your competitors, but when it’s directed at employees against one another, then the results can be a detriment to employee harmony and the achievement of organizational goals—all of which work against the bottom line.
• Sharing knowledge: Employees who share knowledge quickly and widely are much more effective than employees who don’t know what’s going on. The most effective teams make a point to share knowledge and to reap the benefits thereof.
• Fostering communication: As we mentioned, an organization’s formal structures—departments, divisions, and other organizational units—often act as walls to communication rather than facilitators of communication. By including members from a variety of different organizational units, teams can break down these walls, fostering communication in the process.
• Achieving common goals: Because the members of teams would rather win than lose, they are automatically motivated to work together to achieve common goals. And when managers reward employees for teamwork over individual performance, this motivation becomes that much stronger.
The flattening of organizational structures that accompanied downsiz-ing—along with the move toward cooperation and away from competition within organizations—has made employees more responsive to customer needs by encouraging the resolution of problems at the lowest possible level in the organization. This transfer of power, responsibility, and authority from higher level to lower level employees is what is commonly known as empowerment.
Although the term empowerment has become a bit cliche within most organizations, there is no getting around the fact that by empowering workers, managers place the responsibility for decision making with the employees who are in the best position to make the decision. The simple fact is that despite rumors to the contrary, few managers know everything about every aspect of their business, and they rely on their employees to obtain this knowledge and then use it to get things
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