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Managing Remote Employees: Lessons Ancient Rome and Today

Great Leadership By Dan

Somehow the Romans were able to manage remote employees without all of the methods written about when ISOE was published in 1982, as well as Skype, texting, social media, IPhones, Sharepoint, WebEx, and a host of other technologies. Technology. As long as it’s used to enhance communications, not to snoop and micro-manage.

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3 Valuable Insights Leaders Can Learn From Neuroscience

Tanveer Naseer

Breakthroughs in human brain research (using conventional experimental psychology research in addition to relatively new technologies like CT scans and magnetic resonance imaging) are revealing new insights about cognitive processes. Management by objectives is a far more limited mental schema than management by aspiration.

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How Overfocusing on Goals Can Hold Us Back

Harvard Business Review

One of the most sacred texts in the business world is Peter Drucker’s classic, The Practice of Management , which introduced the concept of “ management by objectives ” (MBO). ” Most modern managers take this as a given. Of course, reprogramming people and organizations is no easy feat.

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Where are you on the management scale of newbie to expert hacker?

Ask Atma

And the Fundaments of managing by objectives : Cascading of organizational goals and objectives, (For example, a top level goal of increasing sales by 20% over a defined period may require a bottom level goal of increasing marketing effectiveness or marketing coverage in order to reach the sales set.). Measurable. Achievable.

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Planning Doesn’t Have to Be the Enemy of Agile

Harvard Business Review

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.

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Explain Your New Strategy By Emphasizing What It Isn’t

Harvard Business Review

Yet, according to Donald Sull’s research in the March issue of HBR, almost half of top executives cannot connect the dots between their company’s strategic priorities; and two out of three middle managers say they simply do not understand their strategic direction.

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The Management Thinker We Should Never Have Forgotten

Harvard Business Review

Management by objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable. It may be cliché to say that technology is changing our businesses today at a rapid pace, but that doesn’t mean it’s not true.

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