Text
Managers Can’t Do It All
In recent decades sweeping re-engineering, digitization, and agile initiatives—and lately the move to remote work—have dramatically transformed the job of managers. Change has come along three dimensions: power, skills, and structure. Managers now have to think about making their teams successful, rather than being served by them; coach performance, not oversee tasks; and lead in rapidly changing, more-fluid environments. These shifts have piled more responsibilities onto managers and required them to demonstrate new capabilities. Research shows that most managers are struggling to keep up. A crisis is looming, say Gherson, a former corporate chief human resources officer, and Gratton, a London Business School professor. Some organizations, however, are heading it off by reimagining the role of managers. This article looks at three—Standard Chartered, IBM, and Telstra—that have helped managers develop new skills, rewired systems and processes to support their work better, and even radically redefined managerial responsibilities to meet the new priorities of the era.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| PSB lt.2 - Karya Akhir (Majalah) | 1 |
| Penerbit | United States: Harvard Business Publishing 2022 |
|---|---|
| Edisi | March-April 2022 |
| Subjek | Teams in the workplace Management styles Job involvement Supervisors Reengineering (Management) |
| ISBN/ISSN | 0017-8012 |
| Klasifikasi | NONE |
| Deskripsi Fisik | 160 p. |
| Info Detail Spesifik | Harvard Business Review |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |