In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century—centered on control and efficiency—no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management.
Gary Hamellatest book, The Future of Management,comes at a time when American companies face a new avalanche of competition from China and India, as well as entrenched competition from Japan and Western Europe." The New York Times
"This book was easily the best leadership book I read in 2009 and should be required reading for all practicing and preservice school administrators." Big Think
"In The Future of Management, Gary Hamel argues that your greatest hope for growing your organization and leading it to breakthrough success (and making a LOT of money) is to get out of the way." The Business Owner
Written by Peter F. Drucker, “the” best management guru, writer, speaker, and consultant to ever live, it lays all the basics of what management is, how it should be carried out, and in which direction should it be heading. This reference book is an excellent source for any aspiring manager, whether
Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then decide on how to achieve each objective in sequence. According to George S. Odiorne, the system of management by objectives can be described as a process whereby the superior and
Since the first edition of this book in 1954, it was considered as the first book to give a big picture of management and a typical road map to view the modern business. It created the main principles, concepts, and facts about modern management practices. Although this book was written more than
This landmark book not only influenced positively many major manufacturing companies across the globe, but it also set grounds for the first business degree offered by Harvard University back then around 1910. In the book, Taylor simply laid out the fundamentals of scientific management, followed by the principles. He confronted the
Based on the author's real world experience during the course of her career in supply management, and engineering as a project management professional, this unique guide demonstrates a practical and proven approach to using project management strategies, tools and techniques to consistently create successful procurements that go beyond cost savings. Procurement
A half century ago, Peter Drucker put management on the map. Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being
Management guru Peter Drucker widely regarded as the father of modern management. During his remarkable life and career, he inspired countless business and political leaders. Drucker's key business tents include: Serve the customer: The purpose of a business is to create and serve a customer. Act, don't just talk: Management takes hard work,
Like neuroscientists searching for the grandma cell, when we look at the world outside of our brain, we naturally seek order. We look for hierarchy all around us. Whether we’re looking at a Fortune 500 company, an army or a community, our natural reaction is to ask, “Who’s in charge?” We
The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what effective management
We actually send documents to more people because we can, because it is so easy to send a mass e-mail. Then, everyone who got the e-mail, at a minimum, wastes the time it takes to read it. It’s so easy to set up meetings and invite anyone to the meeting with
When someone asks us for a quick definition of business reengineering, we say that it means starting over. It doesn't mean tinkering with what already exists or making incremental changes that leave basic structures intact. It isn't about making patchwork fixes—jury-rigging existing systems so that they work better. It does mean
Initiative, creativity, and passion are gifts. They are benefactions that employees choose, day by day and moment by moment, to give or withhold.
While the tools of management can compel people to be obedient and diligent, they can’t make them creative and committed.
While most executive would willingly attest to the value of initiative, creativity, and passion, they face a troubling conundrum.
In a world where strategy life cycles are shrinking, innovation is the only way a company can renew its lease on success.
These tasks are central to the accomplishment of human purpose, be it mounting mission to Mars, running a middle school, producing a Hollywood Blockbuster, or organizing a church bake sale.
In this new century, we must strive to transcend the seemingly unavoidable trade-offs that have been the unhappy legacy of modern management.
Modern management multiplies the purchasing power of consumers the world over, but also enslaves millions in quasi-feudal, top-down organizations.
Over the course of its development, modern management has wrestled a lot of burly problems to the ground.
Having evolved rapidly in the first half of the 20th century, the technology of management has now reached a local peak.
Management is out of date. Like the combustion engine, it is technology that has largely stopped evolving, and that’s not good.