Batten - Tough-minded management

This book made available by the Internet Archive.

If I place two pieces of material the same size, shape, and form on an anvil, and one is made of granite, the other of leather, and then hit each with a hammer, what will happen? The granite will shatter into pieces, precisely because it is hard. It is rigid, brittle, and weak. The leather is barely dented, precisely because it is not hard. It is flexible, malleable, elastic, suppleit is tough.

And this is the quality of mind we are talking about here.

THE AUTHOR

Preface

Ihis is not a book on principles of management. Nor is it a treatment of management theory. It was written in response to literally thousands of questions and problems encountered both in my work as a manager and a consultant and in seminars throughout the world. I have sought to set forth in it all of the main ingredients needed by the manager of a total organization or major department to generate profits and growth effectively and to achieve other worthwhile objectives in an increasingly competitive world.

The broad spectrum of subject matter was prepared to provide the executive as well as the aspiring executive with perspective, philosophy, and tools. Thousands of top people have expressed a real impatience to present such material to their key personnel in order to achieve a climate compatible with the needs of a fluid and ever shifting world economy. For tough-minded management as discussed here is still at a premium. The sometimes pungent terminology is the language of operating business and is calculated to make some readers wriggle uncomfortably. Some of the thoughts advanced may be new to the reader and require an eager and questing mind to assimilate fully. Some of the changes called for certainly cannot be accomplished in a bland and comfortable waybut the

requirements of modern management are seldom completely comfortable.

The book does not flow in the traditional way, since I have occasionally shifted gears from a department or total organization focus to an international focus. I have done this deliberately: we cannot normally control the variables of operating management in textbook fashion. In short, I fondly hope this book is differentbut completely realistic. Only time will tell.

Acknowledgments are always inadequate in a work of this kind, and I owe a profound debt to many people. Three principal sources of inspiration and help must, however, stand out. First, the distilled experience and wisdom of many associates, which were indispensable. Second, the interest of our clients, many of whom have become warm personal friends. Finally, the varied and stimulating experiences made possible by AMA, which is making a truly significant contribution to management throughout the world.

J.D.B., 1969

The years since the original writing of this book in 1963 have spawned a mind-boggling myriad of happenings. Now, more than ever, the timesour global communitycry out above all for management and true leadership.

It is my deep belief that there is no problem facing humanity on this planet that cannot be solved by sufficiently excellent leadership and management.

More than at any other time in history we must commit to optimize the human condition through clearer vision, deeper wisdom, tenacious commitment, self-discipline, and ACTION.

J.D.B., 1978

Foreword

1N his foreword to the original edition of Tough-Minded Management, Harry Bullis depicted the challenges to the modern leader and manager in his all-important role as a bulwark of support for our free enterprise system against the onslaught of state socialism. On the effectiveness of his efforts, as Bullis stated, the future progress of humankind depends. There is no doubt that the role ahead for our executive leadership will be a difficult task, albeit one of increased challenge and diversity.

In this revised edition of Tough-Minded Management Mr. Batten provides new stimulation to strengthen insights into the opportunities confronting our future business leadership; such insights will enable a manager to effectively lead the individuals placed in his responsibility and the organizations given him to direct.

One must realize that the fundamental theme supporting all of Mr. Batten's writings is the need on the part of every individual to recognize within himself the importance of continuous self-improvement. This carries with it the recognition that an individual cannot expect his personality to influence change on others and on his environment unless he is able to change his own attitudes, objectives, and intentions. The presence of a "learner image" within each

* Foreword

of us is central to the expectation of maximum progressive change within an organization. Potential progressive changes within the organization are depicted with excitement, challenge, and pragmatism. Such an approach, of course, is totally consistent with, and inherent in, Mr. Batten's new, extensively covered idea of "confronting your possibilities."

The "learner image" within a managerial personality allows him to motivate associates and subordinates with the "loving critic" influence expressed by Dr. John Turner (formerly of the Menninger Foundation and now a practicing psychiatrist in San Francisco)an image identical to that of a good father. Such an image stands in sharp contrast to the uncritical lover or unloving critic, whose characteristics result in ineffective management styles. "Strengths management" and "the management of strengths" are expressions that appear often in the new edition of Tough-Minded Management. They are integral to the loving critic image of a leader.

One will recognize in Mr. Batten's new Tough-Minded Management important emphasis on the challenges, pitfalls, and promises of the future. It should become apparent that one of the essential qualities of the image of a leader, in addition to those of an effective manager, is an ability to project the excitement of what the future might be.

Mr. Batten's new, mind-stretching insights concerning management by objectives"MBOA Living System" will enable leadership to move beyond traditional concepts of Organization Development to a more organismic approach which Mr. Batten has chosen to call "organizational actualization."

Like many of Mr. Batten's previous publications, this edition of Tough-Minded Management is a landmark in the understanding of our human institutions and the motivational techniques useful to those who enable the institutions to function.

Donald Alstadt

President Sc Chief Executive Officer

The Lord Corporation

Erie, Pennsylvania

XM Contents

5 Plan for Accomplishment 41

Why Don't We Plan More? * To Get Participation and Cooperation The Importance of Being Consistent The Vacillating Vice President * Don't Listen to "Activity" What Do We Do About It?

6 Organize for Results 49

What It Takes Get Operational! Wasted Talents The "We" Feeling Clear-Cut Assignments The Delegating Executive Accountability Is Common Sense Profitability Accounting