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Full Description
The Work of Management demonstrates how the concepts, models and tools of Systems Leadership can be applied, enabling you to become a more effective manager by improving your own work to create a more positive and effective organisation.
Positive organisations, where people come together to achieve a productive and personally satisfying purpose, and which provide the basis for a good society, do not occur by chance. They are created by the work of leaders and members who are dependent upon the way the organisation is designed and operates - its structure and systems. While the theory is explained, this book primarily presents the practical aspects - the specific values, methods and tools - that can be used to improve work and the work performance of direct reports. Building on the bestselling book Systems Leadership, this book provides leaders with a manual for the application of concepts as well as an introduction to Systems Leadership Theory, a method that has been used successfully by businesses from large multinational firms and banks, to SMEs, public agencies and NGOs. It provides a predictive capability, allowing a leader to predict what will work well and what is likely to fail, according to the context. It gives the benefit of foresight as decisions must be made.
Designed as a leader's manual for the application of the concepts around Systems Leadership, this book is for people who want to improve their own, and their organisation's, work practices and performance.
Contents
Part I: The Basics - Purpose and Work 1. The Importance of Purpose 2. Work and the Domains of Work 3. The Importance of Task Clarity 4. Human Capability Part II: Organisation Structures and Roles 5. Levels of Work Complexity 6. Organisation Structure 7. Authority, Power and Vertical Relationships 8. Improving Role Relationships Part III: The Work of Leadership 9. The Work of Leadership: Values, Mythologies and Culture 10. The Work of Leadership: Creating a Culture 11. Systems: Descriptions and Design 12. Safety: Systems, Behaviour and Symbols 13. Social Process at a Distance Part IV: Essential People Systems 14. Role Descriptions and Selection 15. Performance Management: Output Measures vs. Work Performance of Individuals 16. Performance Management: Overcoming the 'Muddle' 17. Task Assignment, Feedback and Review 18. Performance Planning and Review 19. Performance Evaluation 20. Salary Administration 21. Careers and Staff Development 22. Discipline and Fair Treatment Conclusion: The Benefit of Foresight
