Great Leadership By Dan

APRIL 16, 2012

In many organizations and occupations, “management by walking around” and micromanagement have fell by the wayside, either by design or out of necessity. Organizations are flatter, spans of control have increased, and hundreds of thousands of employees now work from home. Develop measures. I’m in one of those positions.

Span of Control 240

Span of Control How To CFO Metrics 240

Harvard Business Review

JUNE 2, 2014

You have front-line employees who create what you sell or who deal directly with customers: software developers, sales reps, call-center staffers, and so on. Not long ago my colleagues and I studied the cost of adding a manager or executive, and we found a kind of multiplier effect (see the graphic below). It’s the same in a company.

Cost 12

Cost Span of Control Management Bureaucracy 12

Harvard Business Review

APRIL 1, 2014

A healthcare industry sales executive recently told us that as part of a continued effort to cut costs, her company had reduced the number of first-line sales managers from 66 down to 30 over a period of several years. The average span of control for U.S. Managers may micromanage their people. People management.

Span of Control 8

Span of Control Company Merchandising Management 8

Harvard Business Review

SEPTEMBER 25, 2012

Although it may be counter-intuitive, one of the most powerful changes you can make in your organization is to increase spans of control — a simple shift that can liberate employees, streamline the hierarchy, simplify processes, and reduce costs. In short, today the manager's job is more about leadership than control.

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Report Span of Control Welch Cost 15

Harvard Business Review

OCTOBER 23, 2012

Delayering or expanding management roles? The CEO of a fast-growing technology services firm realized that the company was becoming increasingly siloed and unable to develop broad-based solutions for customers — a problem that would eventually constrain their growth.

Span of Control 15

Span of Control CEO Goal Incentives 15

Harvard Business Review

SEPTEMBER 5, 2016

million managers, first-line supervisors, and administrators in the American workforce in 2014. That works out to one manager and administrator for every 4.7 Overall, managers and administrators made up 17.6% Overall, managers and administrators made up 17.6% Bureau of Labor Statistics, there were 23.8 of the U.S.

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Cost Bureaucracy GDP Management 8

Harvard Business Review

DECEMBER 23, 2016

Their goal is to attract, engage, develop and retain employees – moving talent into, through and out of the organization. HR systems emphasize long-term relationships and high performance, with big investments in selection and development, amortized over a long career. Create one integrated workforce strategy.

Strategy 8

Strategy Span of Control Finance How To 8

Skip Prichard

JULY 19, 2021

Leadership is about showing common courtesies, caring and encouraging the growth and development of those whom you lead. We were all in Newport, Rhode Island, to attend the Navy’s prestigious leadership development course known as Command Leadership School. Leadership is about showing patience, kindness, mercy, caring, and, yes, love.

Leadership 134

Leadership Crisis Learning-by-Doing Team 134

Harvard Business Review

NOVEMBER 4, 2016

As someone who has been in the business of hiring people and developing people organizations for many years, I’ve noticed two common first-day-on-the-job scenarios. Ken and Gail walk to her desk, where she meets her team and manager. And if managers encourage internal mobility, they must be prepared to reward it and make it work.

Span of Control 8

Span of Control Career Document Motivation 8

Harvard Business Review

MAY 28, 2013

Over the past several years we have heard hundreds of managers talk about the negative impact of complexity on both productivity and workplace morale. In fact, the Catch-22 of complexity is that most managers don''t feel that they have the time to focus on it: Having the problem precludes the ability to solve it.

Organization 11

Organization Strategy Span of Control Morale 11

Harvard Business Review

JULY 19, 2017

They have to decide where to adopt agile principles and mindsets, where to use agile problem-solving methodologies to dynamically address strategic and organizational challenges, and where to more formally deploy the full agile model, including self-managed teams. This type of management boosts the velocity of decision making.

Agility 8

Agility White Paper How To Metrics 8

Harvard Business Review

FEBRUARY 9, 2017

Think of new product development, or the parts of the company’s value chain and business model that are undergoing significant reinvention because of digital transformations. In traditional hierarchical organizations, managers direct the work of subordinates and thereby ensure alignment with broader organizational goals.

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Agility Innovation Span of Control Objective 8

Harvard Business Review

DECEMBER 14, 2012

You know that social interactions with the marketplace are becoming a source for innovation, strategy, product development, organizational alignment, and pretty much every important thing your organization does. Middle managers are worrying if they are still needed. You might know all of that, but are you fully embracing it?

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Power Span of Control Senge Media 15

Harvard Business Review

FEBRUARY 26, 2016

For example, GE has created a digital platform in the energy sector that its own and third-party software developers can write applications to. He built a team to develop Predix, a cloud-based platform that underlies all of GE’s industrial businesses. He also removed a layer of vice chairs to make room. Cut layers.

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Short-term How To Venture Capitalist CFO 8