Management

SUCCESSION: A MARK OF GOOD MANAGEMENT
Lawrence Reed on retiring from FEE

I’m a firm believer that a great deal of success in life has to do with timing—like knowing when to come and when to go. I’ve been very much a part of succession planning in every job I’ve ever held because I think it’s a mark of good management. For the sake of any business or organization, the top person should never wait until he (or she) is past his prime and has to be carried out.

WORKING FOR INCOMPETENT MANAGERS

from Gary North

It is important to establish early the terms of subordination. Everybody is subordinate to somebody else. Everybody in any organization, even the CEO, answers to somebody else. When you are in a position of subordination, it is important that you establish the initial terms of this subordination. To the extent that you have identified yourself publicly in an outlet like a website, this sends a message to any future superior. The message says that this individual must be handled with kid gloves.

Some managers do not want to take this kind of heat. They are not sufficiently self-confident in their own abilities to hire somebody else to serve under them, if they suspect that the person serving under them knows more about the topic than they do. Under these circumstances, a website could block a job offer. But the job offer that it would block would be one in which the manager is not self-confident. Never work for a manager who is not self-confident.

The website in effect is a screening device. It screens out incompetent managers. The person who starts the website should know this in advance. The idea is to avoid winding up as a subordinate to an incompetent manager. If all that the website ever does is scare off one incompetent manager, it is worth the time and effort necessary to create it.

 

BOOKS on MANAGEMENT
1.  Identity and the Modern Organization (Series in Organization and Management), AmyWrzesniewski, 2007.
2.  Managing Oneself, Peter F. Drucker, 2008.  Original publication date, 1999.
3.  On Managing Oneself by Peter F. Drucker (1909-2005)

The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence

4.  The Puritan Gift, Kenneth Hopper & William Hopper, 2009.

The Puritan Gift traces the origins and the characteristics of American managerial culture which, in the course of three centuries, would turn a group of small colonies into the greatest economic and political power on earth. It was the Protestant ethic whose characteristics–thrift, a respect for enquiry, individualism tempered by a need to cooperate, success as a measure of divine approval–helped to create the conditions which led to America’s managerial and corporate success. Thus, the authors contend, the drive, energy and acceptance of innovation, competition, growth and social mobility, all have their origins in the discipline and ethos of America’s first wave of European immigrants: the Puritans. And, the authors warn, as Americans distance themselves from core values which produced their nineteenth and twentieth century business and economic successes, they endanger the basis for their prosperity and security.

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MANAGEMENT STYLES

Wikipedia cites 3 styles.
1. Autocratic.
2. Democratic.
3. Laissez-faire.
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1. Planning.  Planning entrails the setting of goals and includes the creation of a blueprint to achieve them.
2. Organizing.
3. Leading.
4. Controlling
5. Leadership Styles
6. Autocratic vs. Democratic Leadership.
7. Paternalistic Leadership.
8. Laissez Faire Leadership.

Cleverism provides us with 6 styles:
1. Directive.
2. Authoritative.
3. Affiliate.
4. Participative.
5. Pacesetting.
6. Coaching.