4 Ps of Management – 4 Essential Tasks in Business Management
Provide value (Customers) – Procure inputs (Suppliers) – Process inputs (Produce output) (Production Facilities) – People focus (Within the Organization)
Building agile capabilities: The fuel to power your agile ‘body’
3 Elements of Trust
Positive Relationships – Good Judgement/Expertise – Consistency
Jack Zenger is the CEO of Zenger/Folkman, a leadership development consultancy.
Joseph Folkman is the president of Zenger/Folkman.
They are coauthora of the October 2011 HBR article “Making Yourself Indispensable” and the book Speed: How Leaders Accelerate Successful Execution (McGraw Hill, 2016).
The 2 Cs of management excellence
What is good management? For years at McKinsey, we have applied science and measurement to that question.
Improving the management of complex business partnerships
March 2019 | Article
The agile manager
July 2018 | Article
Management Tools & Trends
Five key trends emerged from Bain’s survey of 1,268 managers.
By Darrell Rigby and Barbara Bilodeau
April 05, 2018
Getting Teamwork Right at the Top
C-suite teams with four specific traits beat the competition.
By Phil Kleweno, Imeyen Ebong and Paul Stansik
October 19, 2018
The Leader’s Guide to Corporate Culture
Boris GroysbergJeremiah LeeJesse PriceJ. Yo-Jud Cheng
HBR Jan – Feb 2018
Productivity Focus of Management – Industrial Engineering
Taylor – Narayana Rao Principles of Industrial Engineering
Download full paper: Full Paper – https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2569.pdf
Change Management – How to manage the eight ‘change personalities’ at work?
Making Decisions in Meetings
How to Retain Employees Through ‘Servant’ Leadership
By studying and writing on Principles of Management, I became the original author of Principles of Industrial Engineering, a Management Subject with foundation in engineering.
Basic and Detailed Principles of Industrial Engineering
Leaders have to manage the current activity to change it to make it better
Seven Quality management principles (QMPs)
by ISO – Read them compulsorily if you have not read so far.
One of the definitions of a “principle” is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. “Quality management principles” are a set
of fundamental beliefs, norms, rules and values that are accepted as true and can be used as a basis for quality management.
The QMPs can be used as a foundation to guide an organization’s performance improvement. They were developed and updated by international experts of ISO/TC 176, which is responsible for
developing and maintaining ISO’s quality management standards.
The seven quality management principles
QMP 1 – Customer focus
QMP 2 – Leadership
QMP 3 – Engagement of people
QMP 4 – Process approach
QMP 5 – Improvement
QMP 6 – Evidence-based decision making
QMP 7 – Relationship management
These principles are not listed in priority order. All are important and the relative importance
of each principle will vary from organization to organization and can be expected to change over time in the same organization.
Seven Principles of Supply Chain Management
Principle 1: Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 2: Customize the logistics network to the service requirements and profitability of customer segments.
Principle 3: Listen to market signals and align demand planning accordingly across the supply chain, ensuring consistent forecasts and optimal resource allocation
Principle 4: Differentiate product closer to the customer and speed conversion across the supply chain
Principle 5: Manage sources of supply strategically to reduce the total cost of owning materials and services
Principle 6: Develop a supply chain-wide technology strategy that supports multiple levels of decision making and gives a clear view of the flow of products, services, and information
Principle 7: Adopt channel-spanning performance measures to gauge collective success in reaching the end-user effectively and efficiently
Seven Principles of Change Management
Senders and Receivers
Authority for Change
Incremental vs. Radical Change
The Right Answer Is Not Enough
Change Is a Process
The APICS Principles of Operations Management consists of five classroom-based, instructor-led courses.
The Principles of Inventory Management
The Principles of Operations Planning
The Principles of Manufacturing Management
The Principles of Distribution and Logistics
The Principles of Managing Operations
A HBR article on Negotiation
Free Open Access Book
TENDENCIES IN EVOLUTION OF 21ST CENTURY
THE PRINCIPLES OF MANAGEMENT OF EDUCATIONAL INNOVATIONS IN MODERN HIGHER EDUCATION INSTITUTION.
Source: In the World of Scientific Discoveries / V Mire Nauchnykh Otkrytiy . 2014, Vol. 60 Issue 11.11, p4244-4261. 18p.
Author(s): Danakin, N. S.; Shutenko, A. I.; Ospishchev, P. I.
Developing a Theory and Philosophy of Management
Chapter 1 of Pearson Book
Innovation Excellence requires Ambidextrous Management
New and Updated articles in area
Systems Approach in Management – Very detailed treatment is now posted
Execution is an important function of management
Planning and Execution – Theory and Practice
Resourcing is an important activity for all managers to accomplish set goals
Negotiation: What Makes the Right Business Deal
Get the Boss to Buy In.
By: Ashford, Susan J.; Detert, James. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p72-79.
Middle managers gather valuable intelligence from direct contact with customers, suppliers, and colleagues; they can often see when the market is ripe for a certain offering, for instance, or spot signs that a partnership won’t work. But in a top-down culture, they may not voice their ideas and concerns — and even when they do, they often struggle to persuade the people at the top.
The authors suggest that middle managers should tailor their pitch to the goals, values, and knowledge of decision makers; frame the issue to show how it supports a strategic goal; manage emotions (their own and their audience’s); get the timing right by, say, attending to a boss’s preoccupations or watching larger trends; involve others, both in and out of their networks; and adhere to organizational norms, such as how leaders prefer to receive information.
MANAGING YOUR MISSION-CRITICAL KNOWLEDGE.
By: IHRIG, MARTIN; MACMILLAN, IAN. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p80-87. 8p. 2 Color Photographs, 2 Diagrams.
Large-scale, sustainable growth is possible when people take insights from one knowledge domain and apply them in another — when deep technical expertise in one business unit is applied in a different business unit, for example, or when a best-in-class marketing group pulls a product development unit into the 21st century by sharing market insights gleaned from customer data.
The authors describe how to map your organization’s strategic knowledge. When knowledge assets are placed in a grid along two dimensions — unstructured (tacit) versus structured (explicit) and undiffused (restricted) versus diffused (shared) — it becomes easier to manage them for future competitive advantage.
Playbook – AMA NET
Interesting Source for Management Articles
Managing Power Dynamics in International Negotiations
BY YADVINDER RANA
About The Author: Yadvinder S. Rana is Professor of Cultural Management at the Catholic University in Milan, Italy, lecturer on intercultural negotiation and influence in leading international business schools, and founder of Neglob, a management consultancy firm that assists companies in international negotiations and global teams performance improvement. For more information about Rana and his new book, The 4Ps Framework: Advanced Negotiation and Influence Strategies for Global Effectiveness, please visit www.neglob.com.
The New Rules of Motivation: Unleash Employee Reciprocity
BY RODD WAGNER
About The Author: Rodd Wagner is the New York Times bestselling author of the new book Widgets: The 12 New Rules for Managing Your Employees As If They’re Real People (McGraw-Hill, April 2015).
Only 10% are great managers.
Around 35% OK.
Updated 29 March 2019, 19 Sep 2017, 7 June 2017, 7 May 2017, 8 April 2017, 12 March 2017, 26 Mar 2016, 16 Feb 2016, 11 Dec 2015