Florence M. Stone - The Managers Balancing Act

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The Manager's Balancing Act

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title	:	The Manager's Balancing Act
author	:	Stone, Florence M.
publisher	:	AMACOM Books
isbn10 | asin	:	0814403743
print isbn13	:	9780814403747
ebook isbn13	:	9780585019475
language	:	English
subject	Management.
publication date	:	1997
lcc	:	HD31.S6962 1997eb
ddc	:	658
subject	:	Management.

The Manager'sBalancingAct Florence M. Stone AMACOM American Management Association New York Atlanta Boston Chicago Kansas City San Francisco Washington, D.C. Brussels Mexico City Tokyo Toronto

This book is available at a special discount when ordered in bulk quantities. For information, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Stone, Florence M. The manager's balancing act / Florence M. Stone. p. cm. Includes bibliographical references and index. ISBN 0-8144-0374-3 1. Management. I. Title. HD31.S6962 1997 658-dc21 97-2332 CIP 1997 AMACOM, a division of American Management Association, New York. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9 8 7 6 5 4 3 2 1

For Mom...

Page vii Contents Introduction 1 1. Should You Share Leadership? 9 2. Making Empowerment Programs Work 27 3. How to Kickstart a Burnt-Out Department 48 4. A New Relationship: Aloyalty 69 5. Something to Accept: Continuous Improvement Means Continuous Change 89 6. Too Much Talk, Too Much E-Mail: Not Much Communication 108 7. Team Meetings: The When and the How 129 8. Value-Driven Organizations: Differences Between Values and Norms 149 9. Scaling Invisible Walls: Learning How to Span Functions 168 10. The First Step to Virtual Organizations: Practicing Distance Management 190 Epilogue 209 Index 213

Page 1 Introduction Recent management trends and developments hold great promise for more corporate creativity, improved communication, more collaboration and cooperation within organizations, and increased motivation and productivity. But they have also created problems for us as managers, problems that far outweigh many of their benefits. I'm talking about teams and empowerment programs, value-driven performance appraisals; the first steps to virtual organizations; shared leadership; continuous change initiatives; the downsizings, which have created leaner, flatter, maybe more creative, organizations but also killed feelings of loyalty toward the organization; and creation of worknets, alliances, and partnerships with colleagues and the teams they lead. Some of the resulting problems are directly undermining our own managerial productivity; others are eroding our employees' morale and thereby obstructing employee initiative; still others have created conflicts between us and our employees. Many can make a dramatic difference on our bottom line which means they can make a dramatic impact on our careers. Answers do not lie solely with the newest management techniques or thinking. Actually, some of the problems are a byproduct of the latest boardroom buzzwords. The answers, wryly, lie in blending the new ways of managing with traditional management. Doing this successfully is the manager's balancing act. It is a skill we managers must develop if we're to successfully use the best of the new. There is much about traditional management that is time to

Page 2 shelve. But not all traditional management techniques are obsolete. Much of traditional management is still applicable to today. And by applying these traditional techniques to today's work world, we can make the new practices of management truly effective, not simply passing fads that will do more harm than good. The secret lies in blending the best of management today with the best practices of management and leadership of the past. In blending the two, we will be better able to remotivate our burnt-out staffs, supervise more successfully off-site workers, create productive alliances with colleagues and partnerships between our team and theirs, cope with information overload from the new technology, make corporate values a reality in our operating areas, and successfully empower employees and share leadership.

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