What Management Is

What Mangement Is

by Joan Magretta and Nan Stone

In 220 pages, What Management Is explains what's important: creating value, strategy, organization, the real bottom line, innovation, and managing people. Don't bother if you have a recent MBA. Otherwise, read this book.

Amazon's review nails it:


What Management Is, by former Harvard Business Review editors Joan Magretta and Nan Stone, identifies management as the driving force behind key innovations of the past century and presents a jargon-free look at the way its core principles work. Designed to promote "managerial literacy" up and down the business food chain, as well as among those who simply "want better communities and a better world for our children," the book uses concrete examples to explain fundamental concepts and practices like value creation, the 80-20 rule, and decision analysis in a way that sheds light on them for the uninitiated while providing needed perspective for the more experienced. "Think of this book as everything you wanted to know about management but were afraid to ask," Magretta and Stone write. A comprehensive exploration of the overall process rather than a traditional how-to, in its first section What Management Is examines why and how people work together; the second section shows how ideas are translated into action. With case studies ranging from Old Economy stalwarts like Ford to New Economy upstarts like Dell, along with pioneering nonprofits such as the Nature Conservancy and India's Aravind Eye Hospital, the authors explicitly lay out the basics along with a framework for employing them in a wide variety of situations.

I read this one cover to cover. Value comes from the outside. "Determining who the relevant outsiders are may be management's single most critical decision." When GE went through this exercise, it found that its customers wanted short-haul, easily-maintained locomotives, not the behemoths GE had been selling them. "...the shift in mindset from inputs to results, from product to solution, was like flipping a light switch."


Posted by Jay Cross at September 8, 2002 07:21 AM | TrackBack
Comments

"Determining who the relevant outsiders are may be management's single most critical decision."

This sounds like the mantra I tell new instructional designers -- audience, audience, audience. Until we have a clue who we're designing for, we won't know how to design for them.

Posted by: Richard Clark at September 9, 2002 09:56 AM

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