Ask Atma

JANUARY 2, 2011

Three Levels of Management. As a starting place we can look at three general levels or grades of management. As a starting place we can look at three general levels or grades of management. Beginner’s Management [Newbie or Management 1.0]. Fundamentals of being a manager : They ask “what needs to be done?”.

Management 40

Management CRM Objective Human Resources 40

Harvard Business Review

APRIL 20, 2012

Let's dispense, once and for all, with the managerial absurdity known as "stretch goals." While it's true that renowned psychologists Edwin Locke and Gary Latham described goal setting as "the most effective managerial tool available," it's also true that no less a thinker than W.E. Stretch goals can be terribly demotivating.

Goal 15

Goal Metrics Deming Banking 15

Harvard Business Review

MAY 4, 2018

Many of them utilize a goal-setting system Doerr calls “OKR,” for “objectives” and “key results.” Doerr stopped by HBR to talk about his passion for setting and reaching goals. I got to be a student of Andy Grove, one of the the greatest managers of his, or any other, era.

Goal 8

Goal Objective Venture Capitalist MBO 8

Harvard Business Review

MARCH 17, 2016

Then you would create a mechanism to reward the robot for moving toward that goal and to punish it for moving farther away, so that over time it finds its way out. It’s geographically as close as possible to its objective but it can’t get there. ” Most modern managers take this as a given.

Goal 8

Goal MBO Objective Management by Objectives 8

Harvard Business Review

OCTOBER 21, 2015

In all of the loud and necessary debates over how to reform health care in the United States before it bankrupts the country, there is one element that has been continually overlooked: the management systems employed by hospitals. This 20 th century system essentially has leadership establishing objectives for managers to achieve.

System 8

System Health Care Management COO 8

Harvard Business Review

NOVEMBER 16, 2012

As a manager, you may not be working on a fishing boat or in armed combat. Or have you been taught to manage by objectives and metrics to monitor performance, and that bonding with your team members will be seen as a distraction at best or weakness at worst? As a manager of any enterprise, your own storm will come someday.

Bond 17

Bond Resistance Management by Objectives Maturity 17

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ). Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

JULY 9, 2015

My favorite Peter Drucker misquotation is, “If you can’t measure it, you can’t manage it.” ” Drucker wrote a great deal about how managers should measure performance, but this particular phrase didn’t come from his pen. Churches fixate on membership on the theory that members are donors.

Drucker 8

Drucker Objective Self-aware Rate of Return 8

Harvard Business Review

JUNE 24, 2016

Gothenberg, Sweden, is a long way to travel from Boston for a breakthrough idea in management — especially one that is more than 40 years old. Berwick’s talk spanned a pantheon of management thinkers to show the audience just how far we have come from Taylor to Deming in the 20th century. Avoid numerical goals.

Deming 9

Deming Management Senge Taylorism 9

Harvard Business Review

SEPTEMBER 13, 2018

Planning has long been one of the cornerstones of management. Early in the twentieth century Henri Fayol identified the job of managers as to plan, organize, command, coordinate, and control. The capacity and willingness of managers to plan developed throughout the century. Jon Feingersh/Getty Images. The Fayol legacy lingers.

Agility 15

Agility Planning Fayol Strategic Planning 15