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eBook Business Without Bosses: How Self-Managing Teams Are Building High-Performing Companies ePub

eBook Business Without Bosses: How Self-Managing Teams Are Building High-Performing Companies ePub

by Charles C. Manz

  • ISBN: 0471127256
  • Category: Management and Leadership
  • Subcategory: Perfomance and Work
  • Author: Charles C. Manz
  • Language: English
  • Publisher: Wiley (September 8, 1995)
  • Pages: 260
  • ePub book: 1748 kb
  • Fb2 book: 1423 kb
  • Other: rtf lrf mobi doc
  • Rating: 4.3
  • Votes: 828

Description

Start studying Chapter 5: Managing the Business.

Start studying Chapter 5: Managing the Business. Learn vocabulary, terms and more with flashcards, games and other study tools. Even though managers may try to be scientific as often as possible, they must frequently make decisions and solve problems on the basis of intuition, experience, instinct, and personal insights. This level is responsible for the firm's overall performance and effectiveness. They set general policies and formulate strategies, approve all significant decisions, and represent the company in dealing with stockholders, the board of directors, other businesses, and government bodies.

Self-managing teams provide the way for companies to increase productivity.

What this book is about, however, is not anarchy but one of the most important developments to hit business in recent years: self-managing teams. Self-managing teams provide the way for companies to increase productivity. And quality and are an important answer to the competitiveness challenge. And Business Without Bosses provides new insights and information on how to reach these goals:. It's a second-generation book about teams.

If you're considering self-managing teams for your own business, Business Without Bosses should be on your reading list. Managing Office Technology. Anyone who wants to become or stay a manager needs to master this book's practical and philosophical lessons. Allan R. Cohen Vice President, Academic Affairs, Babson College and author, The Portable MBA in Management and Influence without Authority. The 'real-world' case studies will appeal to executives who need answers, not theory, about self-managed teams

Business without Bosses: How Self-Managing Teams are Building High-Performance Companies, by Charles . The authors have spent a dozen years studying the effectiveness of teams.

Business without Bosses: How Self-Managing Teams are Building High-Performance Companies, by Charles Manz, Henry P. Sims, Jr. 1993. This book presents real-life stories of the successes and failures of self-managing teams from several industries. Sections include : On the road to teams :Overcoming the middle-management brick wall ; The early implementation phase : Getting teams started in the office ; The illusion of selfmanagement : Using teams to disempower; Teams

Business Without Bosses book. Goodreads helps you keep track of books you want to read

Business Without Bosses book. Goodreads helps you keep track of books you want to read. Start by marking Business Without Bosses: How Self-Managing Teams Are Building High- Performing Companies as Want to Read: Want to Read savin. ant to Read.

The central implication is that self-managed work teams can improve the effectiveness of organizational practice. Business without bosses: How self-managing teams are building high-performing companies. However, the effect of self-managed work teams varies in terms of different indicators of effectiveness. Teamwork is a more powerful tool to increase organizational effectiveness than the self-management factor. The most significant contribution of this study comes in the investigation of complex causal relationships among the effectiveness indicators and factors about self-managed work teams.

Business without Bosses: How Self-Managing Teams Are Building High-Performing Companies, 1993; (with . Manz, Charles C. Updated About encyclopedia. gale. American. Career: University of t, Nirenberg professor of business leadership, 1997-; author, speaker, consultant, management education leader.

For instance, without traditional bosses a company must detail how . A company will be attracting a certain kind of people and the chosen style of organization may not suit everyone who is looking to join.

Without a solid structure in place, the absence of managers can cause a company to descend into bad decision making and lots of office politics. Hiring is everything.

Building high-performing, self-managed teams requires self-awareness, trust & vulnerability, and cohesion. The work I do is in the org design space. That’s a fancy way of saying I support large companies in achieving their Purpose by helping their leaders and teams learn how to work - differently and together - better. But remember it’s less about which tools you’re going to use and more about how they allow you to accomplish your mission and purpose.

Business Without Bosses: How Self-Managing Teams are Building High Performing Companies. Stewart, G. L. and C. C. Manz. Leadership for Self-Managing Work Teams: A Typology and Integrative Model, Human Relations 48(7), 747–770. John Wiley, New York. Mintzberg, H. (1973). CrossRefGoogle Scholar. Taggar, . R. Hackett, and S. Saha. Leadership Emergence in Autonomous Work Teams: Antecedents and Outcomes, Personnel Psychology 52, 899–926.

The Truth About Teams

"If you're considering self-managing teams for your ownbusiness, Business Without Bosses should be on your readinglist."—Managing Office Technology

"Anyone who wants to become or stay a manager needs to masterthis book's practical and philosophical lessons."—Allan R. Cohen Vice President, Academic Affairs,Babson College and author, The Portable MBA in Management andInfluence without Authority

"The 'real-world' case studies will appeal to executives whoneed answers, not theory, about self-managed teams."—William Band Vice President, Rath & Strong, Inc.,management consultants and the author of Creating Value forCustomers and Touchstones

This insider's tour shows you how organizations including TexasInstruments, IDS Financial Services, and W. L. Gore &Associates have discarded the old concept of "boss" and flourishedwith a new and effective team management style. Charles C. Manz,Ph.D. and Henry P. Sims, Jr., Ph.D., the authors ofSuperLeadership, use real-world examples of success andfailure to guide you through the intricacies of teamwork in avariety of service and manufacturing settings and in all stages ofdevelopment.

Comments

Questanthr Questanthr
The book was in emaculate shape. I could not even tell it was used. Amazon provided quality and timely arrival as always. Thank you again for such a wonderful purchase experience.
The material in the book provided relevant resources. If you wish to build a business without bosses this is the book to get you started.
VizoRRR VizoRRR
This book describes eight case studies of companies that have used self-managing teams. Each is different; most are fairly successful, but all are illuminating. The book is written well enough that it is a much more engaging read than most business books.
I was particularly interested by their study of W.L.Gore, which has perhaps the most remarkable structure (or lack of it) of any company in America. They provide enough detail to get a sense of a really remarkable company; most of the other case studies, which involve providing autonomy to small groups rather than completely demolishing the traditional company hierarchy, are both less impressive in their achievements and easier to implement.
The book does a good job of making the case for autonomy, and the authors include the necessary caveat that you can only build a crack team out of good quality employees. The fundamental argument is that people work better and harder when they're given autonomy, and that companies can therefore reap big rewards from doing so.
Readers interested in this area might also like to look at Ackoff's "The Democratic Corporation". Both books, however, in reviewing how to improve a company's performance by changing its internal structure, don't address the ownership issue at all--i.e. whether employee ownership is a necessary or at least valuable part of the mix in creating the right incentives for employees to "behave like owners". That aside, however, I can strongly recommend this book: it's a fascinating survey of some unusual but very powerful management strategies.