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Where the stuff on this blog is something i created it is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License so there are no requirements to attribute - but if you want to mention me as the source that would be nice :¬)
Showing posts with label management. Show all posts
Showing posts with label management. Show all posts
Tuesday, 6 May 2025
Wednesday, 3 April 2024
Monday, 11 June 2018
Friday, 23 February 2018
5min 9sec @TEDEd animated clip - How to manage your #time more effectively (according to #machines) - Brian Christian
Text from you tube "Human beings and computers alike share the challenge of how to get as much done as possible in a limited time. Over the last fifty or so years, computer scientists have learned a lot of good strategies for managing time effectively — and they have a lot of experience with what can go wrong. Brian Christian shares how we can use some of these insights to help make the most of our own lives. Lesson by Brian Christian, animation by Adriatic Animation."
Saturday, 13 January 2018
6min 55sec @TheRSA clip - #Management vs #Leadership with Stefan Stern
Text from youtube "The world of management is blighted by fads, fiction and falsehoods, but good managers are essential for both private and third sectors. Author, FT contributor and director of High Pay Centre Stefan Stern uncovers some of the famous myths surrounding the much-written about topic of management. Watch Stefan Stern, author"
Tuesday, 24 October 2017
Tuesday, 20 October 2015
Thursday, 14 May 2015
18 #management practices to measure good management & 10 conclusions on the #data gathered on such across firms and countries
The points I make below are summarised out of this paper - Why Do Management Practices Differ across Firms and Countries? - by Nicholas Bloom and John Van Reenen (there is more detail on the authors towards the end of this post)
The paper was published in the Journal of Economic Perspectives—Volume 24, Number 1—Winter 2010—Pages 203–224
At the foot of this page are links to other posts you maybe interested in
The methodology they used to measure management was to use an interview-based evaluation tool to score firms (1 = worst practice to 5 = best practice) against 18 basic management practices (listed below). The main measure of management practices was taken as simply the average of the 18 scores against these practices. The 18 practices cover 3 broad areas:
1) monitoring- what goes on inside a firm and how this is used for continuous improvement;
2) targets- right targets set? right outcomes tracked? & action taken if the 2 are inconsistent;
3) incentives - promotion/reward based on performance plus firms hire and keep best staff
The 18 management practices
1) Introduction of modern manufacturing techniques - e.g. just-in-time delivery, from suppliers, intelligent automation, flexible manpower, support systems, attitudes & behaviour
2) Rationale for introduction of modern manufacturing techniques - e.g. adopted just because others have or because linked to meeting business objectives?
3) Process problem documentation - e.g improvements only made when problems arise or actively and continuously sought as a normal part of business?
4) Performance tracking - e.g. ad hoc/incomplete or continually tracked and communicated to staff?
5) Performance review - e.g. infrequent & on a success/failure scale or continual with an expectation of continuous improvement?
6) Performance dialogue - e.g. is the purpose, data, agenda, and follow-up steps clear to all parties?
7) Consequence management - does failure to achieve agreed objectives carry consequences?
8) Target balance - e.g. are goals exclusively financial or is there a balance with non-financial targets?
9) Target interconnection - e.g are goals based on accounting value or on shareholder value in a way that works through business units and connects to individual performance expectations?
10) Target time horizon - e.g. does top management focus mainly on the short term or see short term targets as a “staircase” toward long-term goals?
11) Targets are stretching - e.g. are goals too easy/demanding and are they attainable for all parts of the firm?
12) Performance clarity - e.g. are measures ill-defined, poorly understood and private or are they well-defined, clearly communicated, and made public?
13) Managing human capital - e.g. to what extent are senior managers evaluated and held
accountable for attracting, retaining, and developing talent throughout the organization?
14) Rewarding high performance - e.g. to what extent are people rewarded equally irrespective of performance level, or are rewards related to performance and effort?
15) Removing poor performers - e.g. are poor performers rarely removed, or are they retrained and/or moved into different roles or out as soon as the weakness is identified?
16) Promoting high performers - e.g. are people promoted mainly on the basis of tenure or does the firm actively identify, develop, and promote its top performers?
17) Attracting human capital - e.g. do competitors offer stronger reasons for talented people to join them or does the firm provide a wide range of reasons to encourage talented people to join?
18) Retaining human capital - e.g. Does the firm do little to retain top talent or do whatever it takes to retain top talent when they look likely to leave?
and the 10 conclusions reached on management practices based on the data they gathered against the 18 management practices are:
1) firms with better practices tend to have better performance on a wide range of dimensions
2) practices vary tremendously across firms and countries with much of the difference between countries due to the size of the “long tail” of very badly managed firms.
3) countries and firms specialize in different styles of management (e.g. USA firms score much higher than Swedish firms in incentives but are worse than Swedish firms in monitoring)
4) strong product market competition appears to boost average practices (through a combination of eliminating the tail of badly managed firms and pushing incumbents to improve their practices)
5) multinationals are generally well managed in every country (they also transplant their management styles abroad)
6) firms that export (but do not produce) overseas are better-managed than domestic non-exporters, but are worse-managed than multinationals.
7) inherited family-owned firms who appoint a family member (especially the eldest son) as chief executive officer are very badly managed on average.
8) government-owned firms are typically managed extremely badly. Firms with publicly quoted share prices or owned by private-equity firms are typically well managed.
9) firms that more intensively use human capital (as measured by more educated workers) tend to have much better practices
10) at a country level, a relatively light touch in labour market regulation is associated with better use of incentives by management.
More detail on the authors
Nicholas Bloom ( email nbloom@stanford.edu ) is an Associate Professor of Economics, Stanford University, Stanford, California, an International Research Fellow
John Van Reenen (email j.vanreenen@lse.ac.uk )is a Professor of Economics, London School of Economics, London, United Kingdom, Director of the Centre for Economic Performance, London School of Economics, London, United Kingdom and Research Fellow in the Centre for Economic Policy, London, United Kingdom.
Both authors are also Faculty Research Fellows, National Bureau of Economic Research, Cambridge, Massachusetts.
other posts on RSA, TED, other lectures, conferences, others blog posts
2015
algorithmically enhanced confirmation bias - 6 uncomfortable facts about how facebook affects what we see - from a post by @nathanjurgenson
11 headlines on why we use facebook & social media - summarised out of a very rich buffer post by Courtney Seiteron
The 10 problems which mean the process to allocate scientific funding is broken
where does creativity come from? - a @RSAEvents lecture by mathematician @Cedric_Villani @alexbellos
how to innovate & survive - by @markf212 (Mark Payne)
where does creativity come from? - a @RSAEvents lecture by mathematician @Cedric_Villani @alexbellos
how to innovate & survive - by @markf212 (Mark Payne)
18 top tips and thoughts about using #social media to enable #community source = an article by Anatoliy Gruzd PhD & Caroline Haythornthwaite PhD
2014
Data Protection & Privacy - 8 issues from an International Conference
escape your social horizon limit & understand more - source = a blog post summarising the work of Jeffrey A. Smith, Miller McPherson & Lynn Smith-Lovin
OECD - challenges for the next 50 years - in an OECD report
Want to help somebody - shut up and listen - by ermesto sirolli
social media & death - 10 things you may not have thought about - #DORS conference
persuasion and power in the modern world and the rise of soft power - UK House of Lords
2013
UK Government Policy Blunders & their common causes - by Anthony King & Ivor Crewe
the development of the U2 spyplane - source = CIA historians Gregory Pedlow & Donald Welzenbach
considering culture and business process improvement - source = an article by Schmiedel, Theresa, vom Brocke, Jan, & Recker
ideas that may help you attract older volunteers - source = a paper by Brayley, Nadine, Obst, Patricia L., White, Katherine M., Lewis, Ioni M.,Warburton, Jeni, & Spencer, Nancy
physical factors which help people get better quicker - source = a paper by Salonen, Heidi & Morawska, Lidia
guiding principles on designing construction kits - by Mitchel Resnick & Brian Silverman
signs of overparenting - source = an article by Locke, Judith, Campbell, Marilyn A., & Kavanagh, David J
making ideas happen - source = a 99U conference
2012
how to spot a liar - by pamela myer
ambiguity, irreverence, commentary & judgement - by lauren zalaznick
measuring happiness - source = talk by jim clifton, jim harter, ben leedle
Friday, 23 January 2015
how to become a #soulful organisation #RSAsoulful lecture & Q&A with @fred_laloux @thersaorg
Yesterday lunchtime I watched this RSA lecture live via youtube. My thanks to the excellent RSA for organising and live video streaming the event (at the foot of this post you'll find links to other posts on various RSA/TED etc. etc lectures)
In the lecture Frederic Laloux shared insights from his book - Reinventing Organizations - on how extraordinary pioneering organisations have taken a next step into an approach to management and organisation which is soulful and purposeful and which senses and responds rather than predicting and controlling
The RSA are normally pretty good at posting audio and video of these lunchtime sessions up - but in the meantime here is a summary of the insights I heard from Frederic using some of my notes and others tweets of the event
Frederic talked about a examples from a company called Buurtzorg and the background of the founders experience before - in a nursing business where they had their schedules printed out before the day - so many minutes to give an injection - so many minutes to get to the next patient, scanning barcodes at patientss houses so system/management knew where the nurses were - all to serve efficiency - but underpinned by an understanding of the organisation as a machine with the nurses as cogs in that machine
And how the nurse set up a new organisation where the nurses spent time - had a coffee and a chat - with patients - because one of the aims was to help patients live fulfilling lives.
Over time it grew from 4 nurses to 9000 and is actually more £ efficient than the previous organisation - as patients become autonomous quicker
He then highlighted 3 themes of this different approach
1) Self Management - no organisation pyramid or managers
2) Wholeness - show up for work with all of ourselves - not just the narrow ego driven part
3) Evolutionary purpose - instead of a predict & control approach a sense and response one
Questions & Answers
Thoughts from the answers to Qs on implementing such a change
on self management maybe the control senior managers need to let go of is illusionary anyway
can your CEO let go of their ego?
scale of change
In one of his answers Frederic said that some companies had only managed to change on the self management issue - not on the other 2 (wholeness & evolutionary purpose)
change management
management hierarchy
meetings
The example given was where in all meetings somebody is chosen to hold some small bells - and to ring them if they feel someone was talking from their ego - eventually only needed to reach for the bells and ....
Thoughts from the answers to Qs on advice/consultation/conflict
One story told was of the boss of the nursing firm - see above almost at the top of this post - and how they sought advice .....
- they blogged about an issue and in the blog wrote something like here's what I think and what the solution might be - what do you think?. Within 24 hrs the blog post had several responses from frontline workforce - sometime yes that solution sounds sensible - in which case the change is made
- sometimes are you mad that would never work !!!! - in which case the boss replies "oooopps" via the blog - who can help me to design a better solution?
this approach was much faster than a hierarchical one at sorting things by getting some experts on the subject - plus those impacted by its proposals - to comment
other posts on RSA, TED, other lectures, conferences, others blog posts
t
how to become a soulful organisation - by @fred_laloux - from January 2015
thoughts & headlines from conference on social media and images - from November 2014
Data Protection & Privacy - 8 issues from an International Conference - from October 2014
escape your social horizon limit & understand more - from August 2014
OECD - challenges for the next 50 years - in an OECD report - from July 2014
Want to help somebody - shut up and listen - by ermesto sirolli - from June 2014
social media & death - 10 things you may not have thought about - #DORS conference - from April 2014
persuasion and power in the modern world and the rise of soft power - UK House of Lords - from March 2014
UK Government Policy Blunders & their common causes - by Anthony King & Ivor Crewe - from September 2013
the development of the U2 spyplane - from August 2013
Guide to Comments (esp. #YouTube) for creators - by @vihartvihart - from July 2013
considering culture and business process improvement - from May 2013
ideas for your organisation from the 2013 99U conference - from May 2013
ideas that may help you attract older volunteers - from May 2013
physical factors which help people get better quicker - from April 2013
a new approach to school and education - by Geetha Narayanan - from March 2013
principles for software to encourage participation - by Gerhard Fischer - from March 2013
guiding principles on designing construction kits - by Mitchel Resnick & Brian Silverman - from March 2013
how to identify the #culture of an organisation - from February 2013
signs of overparenting - from February 2013
making ideas happen - from January 2013
the related world of cyber crime, warfare and industrial espionage - by @mishaglenny - from September 2011
ambiguity, irreverence, commentary & judgement - by lauren zalaznick - from September 2011
measuring happiness - from May 2011
In the lecture Frederic Laloux shared insights from his book - Reinventing Organizations - on how extraordinary pioneering organisations have taken a next step into an approach to management and organisation which is soulful and purposeful and which senses and responds rather than predicting and controlling
The RSA are normally pretty good at posting audio and video of these lunchtime sessions up - but in the meantime here is a summary of the insights I heard from Frederic using some of my notes and others tweets of the event
Frederic talked about a examples from a company called Buurtzorg and the background of the founders experience before - in a nursing business where they had their schedules printed out before the day - so many minutes to give an injection - so many minutes to get to the next patient, scanning barcodes at patientss houses so system/management knew where the nurses were - all to serve efficiency - but underpinned by an understanding of the organisation as a machine with the nurses as cogs in that machine
And how the nurse set up a new organisation where the nurses spent time - had a coffee and a chat - with patients - because one of the aims was to help patients live fulfilling lives.
Over time it grew from 4 nurses to 9000 and is actually more £ efficient than the previous organisation - as patients become autonomous quicker
He then highlighted 3 themes of this different approach
1) Self Management - no organisation pyramid or managers
 |
| pic from tweet by @felicityamorris |
2) Wholeness - show up for work with all of ourselves - not just the narrow ego driven part
3) Evolutionary purpose - instead of a predict & control approach a sense and response one
Questions & Answers
Thoughts from the answers to Qs on implementing such a change
on self management maybe the control senior managers need to let go of is illusionary anyway
can your CEO let go of their ego?
scale of change
In one of his answers Frederic said that some companies had only managed to change on the self management issue - not on the other 2 (wholeness & evolutionary purpose)
change management
management hierarchy
meetings
The example given was where in all meetings somebody is chosen to hold some small bells - and to ring them if they feel someone was talking from their ego - eventually only needed to reach for the bells and ....
Thoughts from the answers to Qs on advice/consultation/conflict
One story told was of the boss of the nursing firm - see above almost at the top of this post - and how they sought advice .....
- they blogged about an issue and in the blog wrote something like here's what I think and what the solution might be - what do you think?. Within 24 hrs the blog post had several responses from frontline workforce - sometime yes that solution sounds sensible - in which case the change is made
- sometimes are you mad that would never work !!!! - in which case the boss replies "oooopps" via the blog - who can help me to design a better solution?
this approach was much faster than a hierarchical one at sorting things by getting some experts on the subject - plus those impacted by its proposals - to comment
other posts on RSA, TED, other lectures, conferences, others blog posts
t
how to become a soulful organisation - by @fred_laloux - from January 2015
thoughts & headlines from conference on social media and images - from November 2014
Data Protection & Privacy - 8 issues from an International Conference - from October 2014
escape your social horizon limit & understand more - from August 2014
OECD - challenges for the next 50 years - in an OECD report - from July 2014
Want to help somebody - shut up and listen - by ermesto sirolli - from June 2014
social media & death - 10 things you may not have thought about - #DORS conference - from April 2014
persuasion and power in the modern world and the rise of soft power - UK House of Lords - from March 2014
UK Government Policy Blunders & their common causes - by Anthony King & Ivor Crewe - from September 2013
the development of the U2 spyplane - from August 2013
Guide to Comments (esp. #YouTube) for creators - by @vihartvihart - from July 2013
considering culture and business process improvement - from May 2013
ideas for your organisation from the 2013 99U conference - from May 2013
ideas that may help you attract older volunteers - from May 2013
physical factors which help people get better quicker - from April 2013
a new approach to school and education - by Geetha Narayanan - from March 2013
principles for software to encourage participation - by Gerhard Fischer - from March 2013
guiding principles on designing construction kits - by Mitchel Resnick & Brian Silverman - from March 2013
how to identify the #culture of an organisation - from February 2013
signs of overparenting - from February 2013
making ideas happen - from January 2013
how to spot a liar - by pamela myer - from July 2012
the related world of cyber crime, warfare and industrial espionage - by @mishaglenny - from September 2011
ambiguity, irreverence, commentary & judgement - by lauren zalaznick - from September 2011
measuring happiness - from May 2011
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