Business Success

Management

Traditional Management Model

The command-and-control, rigid, mechanical model for simple mass-market businesses

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Traditional Management Model Planning Strategic Planning Measuring Performance Developing Yourself and Others Corporate Vision, Mission, and Goals Setting Objectives Effective Motivation Problem Solving Coaching Feedback Is Your Elevator To Success

 

 

 

The Tree of Business Success

4 Entrepreneurial Strategies

Balanced Business System

5 Success Factors for New Ventures

6Ws of Corporate Growth

7 Sources of Entrepreneurial Opportunities

Management of Business Opportunities

Modern IT-powered Value Chain

Selecting a Corporate Leader: 3 Questions

Management

3 Eternal Tasks of Management

5 Functions of a Manager

4 Keys To Great Managers

Fayol’s 14 Principles of Management

30 Lessons from Konosuke Matsushita

Management Team

Transition To a New Management Model

Leadership-Management Synergy

Management by Objectives (MBO)

6 MBO Stages    3 Basic Parts    Individual Responsibility

Setting Objectives    Application Examples

Start With Yourself  >>  Increase Performance  >>  7 Questions

Managing for Results

8 Perceptions

5 Main Functions of a Manager

5 Self-Management Questions

Continuous Innovation

4 Categories of Innovation

DOs and DON'Ts of a Successful Innovator

Great Thinker 360

5 Minds of a Manager

New Economy: Key Features

Business Environment

Business Ecosystem

Business Space

Business Enablers

People Power

Decentralization and Delegation

4 Stages of Successful Delegation

Delegation DOs and DON'Ts

Empowerment vs. Delegation

Cross-Functional Teams (CFT)

Managing Innovation by CFTs

Winning Organization

Balanced Organization: 5 Basic Elements

7Ss Model for Improving an Organization

 

Humorous Quotes on Management

 

References:

  1. Management: Tasks, Responsibilities, Practices, Peter Drucker

  2. The Frontiers of Management : Where Tomorrow's Decisions Are Being Shaped Today, Peter Drucker

  3. "Managing in Time of Great Change", by Peter Drucker

  4. "Management Challenges for the 21st Century", by Peter Drucker

  5. It's not the BIG and eats the SMALL... it's the FAST that eats the SLOW, Jason Jennings and Laurence Haughton

  6. "Jack Welch and the GE Way", Robert Slater

  7. "The Welch Way", Jeffrey A. Krames

 

 

Setting Objectives

An objective is a specific step, a milestone, which enables you to accomplish a goal. Setting objectives involves a continuous process of research and decision making Download PowerPoint presentation, pdf e-book. Knowledge of yourself and your unit is a vital starting point in setting objectives... More

Organizing the Group

Unless the way in which your unit, or group, is organized is suitable for its purposes and the people in it, failure will result. Once you have set the objectives, analyzed the activities, decisions, relations needed, and classified the work, divide it into manageable activities and further divide the activities into manageable jobs. Group these units and jobs into an organization structure, select people for the management of these units and for the jobs to be done... More

Motivating and Communicating

Motivation depends on having clear objectives. Since motivation is personal, aim to align staff's individual drives with the company's purposes in general and your unit's in particular.

"Most companies are filled with people who have no clue of the big picture - what the organization is really trying to accomplish - and because they don't feel that they or their contributions are important, they do their job... and nothing more".5 To unleash the power of your organization and achieve exceptional results, you must empower employees and motivate them to follow through on your strategic focus... More

Managerial Communication

Measuring Performance

The basic purpose of any measurement system is to provide feedback, relative to your goals, that increases your chances of achieving these goals efficiently and effectively. Measurement gains true value when used as the basis for timely decisions.

The ultimate aim of implementing a performance measurement system is to improve the performance of the organization. If you can get your performance measurement right, the data you generate will tell you where you are, how you are doing, and where you are going... More

Developing Yourself and Others

Developing people starts with the self. Aim to be the kind of manager who gets the best from staff, and who does the best for them.  >>>

Developing people is achieved by careful, planned and motivational delegation of responsibility and duty. Trust and know your colleagues. "Organizations are no longer built on force. They are built on trust." Rather than relying on your powers, provide a spur, use the powers within people... More

Coaching

Decentralization and Delegation

At a certain point, there are just too many facets to running a successful business to continue doing it alone. In an increasingly complex business environment, with all the trends affecting business today, such as globalization, the information technology explosion, strategic alliances, increased mergers and acquisitions, heightened competition, and higher expectations of nearly every customer, it just isn't possible to still be that one person in control of everything. One person alone can't do everything a growing business requires - at least not as quickly or as well as it needs to be done. Building  a team and bringing in others to manage is an absolute necessity for survival now.

9 Roles of a Team Leader

The main principle of decentralization is telling people what is to be done, but letting them achieve it their own way. The leader should concentrate on his or her core competence areas and only do the tasks that nobody else can do. Other tasks should be delegated.

Delegation is the process that makes management possible, because management is the process of getting results accomplished through others.

Results-based Leadership

A manager should provide team members with the information they require to do a good job, communicating with them frequently, and giving them clear guidelines on the results that are expected. Further, managers must also take the "relationship responsibility" for those with whom they work... More

Transition to the New Management Model

These old traditional ways of managing not longer work and will never work again. Old corporate organizational structures – designed vertically, with matrix and ad hoc overlays – make professional work too complex and inefficient.

In the new rapidly changing economy, people have become your firm's most precious and underutilized resource. They are your firm's repository of knowledge and they are central to your company's competitive advantage. Well coached, and highly motivated people are critical to the development and execution of strategies, especially in today's faster-paced, more perplexing world, where top management alone can no longer assure your firm's competitiveness. These new realities brought about a new management model... More