The future of management : a new era of management / Gary Hamel with Bill Breen.

by Hamel, GaryLooking glass; Breen, BillLooking glass.

Publisher: Boston, Mass. : Harvard Business School Press ; 2007.Description: xiv, 269 pages : illustrations ; 24 cm.ISBN: 9781422102503.Subject(s): ManagementLooking glass | Technological innovations -- ManagementLooking glass | Knowledge managementLooking glassNote: Includes bibliographical references and index.
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Short loan Central Saint Martins
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Printed books 658 HAM (Browse shelf (Opens below)) Available 54263591
Long loan Central Saint Martins
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Enhanced descriptions from Syndetics:

What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation--new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages.

In The Future of Management , Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century--centered on control and efficiency--no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management.

Hamel explains how to turn your company into a serial management innovator, revealing:

The make-or-break challenges that will determine competitive success in an age of relentless, head-snapping change.
The toxic effects of traditional management beliefs.
The unconventional management practices generating breakthrough results in "modern management pioneers."
The radical principles that will need to become part of every company's "management DNA."
The steps your company can take now to build your "management advantage."

Practical and profound, The Future of Management features examples from Google, W.L. Gore, Whole Foods, IBM, Samsung, Best Buy, and other blue-ribbon management innovators.

Includes bibliographical references and index.

Table of contents provided by Syndetics

  • Preface (p. ix)
  • Acknowledgments (p. xiii)
  • Part I Why Management Innovation Matters
  • 1 The End of Management? (p. 3)
  • 2 The Ultimate Advantage (p. 19)
  • 3 An Agenda for Management Innovation (p. 37)
  • Part II Management Innovation in Action
  • 4 Creating a Community of Purpose (p. 69)
  • 5 Building an Innovation Democracy (p. 83)
  • 6 Aiming for an Evolutionary Advantage (p. 101)
  • Part III Imagining the Future of Management
  • 7 Escaping the Shackles (p. 125)
  • 8 Embracing New Principles (p. 147)
  • 9 Learning from the Fringe (p. 185)
  • Part IV Building the Future, of Management
  • 10 Becoming a Management Innovator (p. 215)
  • 11 Building the Future of Management (p. 241)
  • Notes (p. 257)
  • Index (p. 265)
  • About the Author (p. 271)

Reviews provided by Syndetics

Publishers Weekly Review

Though this authoritative examination of today's static corporate management systems reads like a business school treatise, it isn't the same-old thing. Hamel, a well-known business thinker and author (Leading the Revolution), advocates that dogma be rooted out and a new future be imagined and invented. To aid managers and leaders on this mission, Hamel offers case studies and measured analysis of "management innovators" like Google and W.L. Gore (makers of Gore-Tex), then lists lessons that can be drawn from them. He doesn't gloss over how difficult it will be to reinvent management, comparing the new and needed shift in thinking to Darwin's "abandoning creationist traditions" and physicists who had to "look beyond Newton's clockwork laws" to discover quantum mechanics. But the steps needed to make such a profound shift aren't clearly outlined here either. The book serves primarily as an invitation to shed age-old systems and processes and think differently. There's little humor and few punchy catchphrases-the book has less sparkle than Jeffrey Pfeffer's What Were They Thinking?-but its content will likely appeal to managers accustomed to b-school textbooks and tired of gimmicky business evangelism. (Oct.) (c) Copyright PWxyz, LLC. All rights reserved

CHOICE Review

This outstanding, clearly written book by a highly acclaimed management consultant, professor, and writer is very important reading for all managers. Hamel explains how managers can create organizations that are innovative, creative, humane, and successful. Rather than espousing orthodox management systems that emphasize achieving efficiency through controls, this very practical book outlines the specific steps managers can take to create new, innovative management systems that are adaptable to change. The analysis is excellent, with many illustrations and examples of companies that have prioritized establishing innovative, creative cultures, including Whole Foods, Google, W. L. Gore, General Electric, Procter & Gamble, Toyota, Whirlpool, Visa, Best Buy, and IBM. The author also provides examples of companies that were innovative but lost it. To create management systems that can meet the challenges of the 21st century, Hamel recommends such things as having a mission, goals, and teamwork; bottom-up, continuous planning with high participation; flat organizational structures with decision-making authority pushed far down; accountability; providing much information to employees; making positive assumptions about people with high trust, low fear; egalitarianism, realizing that innovation comes from anywhere in the organization; and generous rewards based on performance. Summing Up: Essential. Public, academic (lower-division undergraduate and up), and professional collections. D. W. Huffmire emeritus, University of Connecticut

Author notes provided by Syndetics

Gary Hamel is Visiting Professor of Strategic and International Management at the London Business School. He is the author of Leading the Revolution and coauthor of Competing for the Future .

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