Sublime

Sociologists of business refer to these two extremes as “mechanistic organizations” and “organic organizations.”

When it comes to the latter topic, business thinkers tend to focus on secondary factors, like better leadership or clearer objectives to help stimulate productivity. Little attention is dedicated to the actual mechanics of how work is assigned, executed, and reviewed.

Because of these needed transitions, it’s often best to have some of the original functional leaders head business units — maybe head up expansion to a new country or lead the launch of a product line — so they can maintain direct operational control. New functional heads are then recruited who have specific domain expertise (sales, marketing, HR,

3. Becoming a manager is a discipline.

La gestione manageriale non è una di queste cose, ma tutte: è controllare e agire e fare affari e riflettere ed essere leader e decidere e altre cose ancora, non separate e sommate, ma fuse l’una nell’altra. Togliete

My next bucket focuses on how managers within a corporation make decisions.

One of the challenges of being a leader is mastering this shift from having others define your goals to being the architect of the organization’s purposes and objectives.

When you get deep into the team’s process of doing work rather than the actual work that results from it, that’s when you dive headfirst into micromanagement. (Of course sometimes it turns out that the process is flawed and leads to bad outcomes. In that case, the manager should feel free to dive in and revise the process. That’s the manager’s job,

Per tornare a un vecchio detto, i manager fanno funzionare le cose agendo attraverso altre persone. I manager devono sapere molte cose, soprattutto sul contesto specifico in cui operano, e devono prendere decisioni sulla base di queste conoscenze. Ma, soprattutto nelle grandi organizzazioni e nei settori “ad alto tasso di conoscenza”,