The Role of a Manager Has to Change in 5 Key Ways

Harvard Business

“First, let’s fire all the managers” said Gary Hamel almost seven years ago in Harvard Business Review. ” Today, we believe that the problem in most organizations isn’t simply that management is inefficient, it’s that the role and purpose of a “manager” haven’t kept pace with what’s needed. These have become the default dimensions of a manager. Restrictive to expansive: Too many managers micromanage.

Fayol 44

Leading From Within: Shifting Ego, Ceding Control, and Rising Empathy

Great Leadership By Dan

The shift marks a significant move away from Henri Fayol's autocratic “command-and-control” type management theories and methodologies which have been in vogue since the early 1900s. These were coupled with Frederick Wilson Taylor’s popular scientific management theory that focused on financial compensation and the concept that workers’ motivation resulted from payment for volume-based repetitive task work.

Fayol 205

Planning Doesn’t Have to Be the Enemy of Agile

Harvard Business

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. Management by Objectives (MBO) became the height of corporate fashion in the late 1950s. They could then focus on managing in such a way that these objectives were achieved.

Fayol 44