Managing Performing Living

TABLE OF CONTENTPREFACE TO THE NEW 2014 EDITION 10Right Thinking-Right Management14The Key to Success 14The Great Transformation 21 18How Effective Management Systems Are Built 24What Right Management Can Accomplish 26PART IPROFESSIONALISM291. The Ideal Manager-a Wrong Question 31The Universal Genius-A Stumbling Block 31The Effective Person 33No Accordance in Personalities 34What Counts Is What You Do, Not What You Are Like 35Misleading Surveys 362. False Theories, Errors, and Misconceptions 39The Pursuit-of-Happiness Approach 39Leadership and the Great Man Theory 41Errors and Misconceptions 443. Management as a Profession 49Constitutional Thinking 49Professionalism Can Be Learnt 51The Most Important Profession in a Modern Society 53The Most Important Mass Profession 56Elements of Effective Management 59Sound Training Is Possible for Everyone 62PART IIPRINCIPLES OF EFFECTIVE MANAGEMENT 65Introduction 67Simple but Not Easy 67Useful in Difficult Situations 68Not Inborn-Must Be Learnt 69Ideals and Compromises 70What Type as Role Model? 711. Focusing on Results 73A Self-Evident Fact? 73Misconceptions 75What If People Cannot Accept This? 77Pleasure or Result? 782. Contribution to the Whole 85Position or Contribution? 86Specialist or Generalist? 88Wholistic Thinking 89Contribution and Motivation 91Contribution Instead of Title 92The Consequence of Organization 933. Concentration on a Few Things 96The Key to Results 96Rejection Without Reason 98Application Examples1014. Utilizing Strengths 107Fixation on Weaknesses 108Matching Tasks with Strengths 109Should Weaknesses Be Ignored? 111No Personality Reform 113Why Focus on Weaknesses? 114Learning from the Greats 115How Can We Recognize Strengths? 117Types of Weaknesses 119Two Sources of Peak Performance 1215. Trust 123Creating a Robust Management Situation 124How Can We Build Trust? 1256. Positive Thinking 138Opportunities Instead of Problems 138From Motivation to Self-Motivation 139Positive Thinking-Inborn or Acquired? 140Freeing Oneself of Dependencies 144Doing One's Best 1467. Synopsis: Quality of Management148PART IIITASKS OF EFFECTIVE MANAGEMENT 151Preliminary Remarks 1531. Providing Objectives 156No Systems Bureaucracy 157Personal Annual Objectives 157The General Direction 158Basic Rules for Management by Objectives 1592. Organizing 171Beware of "Organizitis" 171There Is No Such Thing as a "Good Organization" 172The Three Basic Issues of Organizing 174Symptoms of Bad Organization 1753. Making Decisions 180Wrong Opinions and Illusions 180The Decision-Making Process 1884. Supervising 202Supervision Is Indispensable202Trust as the Foundation 203How Should We Supervise? 204Measuring and Judging 2115. Developing and Promoting People 215People Instead of Employees 216Individuals Instead of Abstractions 216What Is Often Forgotten 2246. Synopsis: What About all the Other Tasks? 229PART IVTOOLS FOR EFFECTIVE MANAGEMENT239Instruments, Devices, Tools 2411. Meetings 244Reduce the Number of Meetings-Preferably to Zero 244Crucial for Success: Preparation and Follow-Up 246Chairing Meetings Is Hard Work 249Types of Meetings 249Meetings Are Not Social Events 252Types of Items on the Agenda 253No Item Without Action 255Striving for Consensus 255Are Meeting Minutes Necessary? 256Meetings Without an Agenda257The Key: Implementation and Continuous Follow-Up 2592. Reports 260The Small Step to Effectiveness 261Clear Language, Logic, and Precision 262Bad Habits and Impositions 2643. Job Design and Assignment Control 267Six Mistakes in Job Design 268... Mehr