Leave it up to Gary Hamel to come up with some thought provoking ideas. In this article in the HBR he proposes that managers are useless and comes with a nice statistic:
“A small organization may have one manager and 10 employees; one with 100,000 employees and the same 1:10 span of control will have 11,111 managers. That’s because an additional 1,111 managers will be needed to manage the managers.”
He goes on to discuss how great it would be to achieve coordination without this huge supervisory structure over it. It is a great read and you can find it here. Needless to say we tend to have a slightly different view, providing managers follow our 10 points of management.
Today I want to share with you a site that provides lots of tools to improve your communication skills.
It is not possible to get your message out or to have impact on your organization without some kind of communication. Getting your message across is the most important part of management and leadership. There are many many ways to communicate and there is not one right one, but there are things to remember that work, won’t work or will have an impact to consider.
With communication it is always important to remember that it is a process, not a one off activity. Even when you just tell someone something that this person needs to go and do, the communication, which seems like a one off event, is part of a larger process. The person who receives the communication has an opinion about you. This opinion is created by who you are, what you have done or said previously, of what organization you are a part of and numerous other parts that together form the process of communication.
Improving your communication will improve your management. You can find the site HERE
And the good people at Mastersincommunication have published a great article on this too, find it HERE
Carla Powers writes a nice article in Time magazine about the current flood of CEOs coming from India. Where the Keynians seem to dominate the NYC marathon, the Indians lead in the CEO League. Here is the start of the article:
What on earth did the Banga brothers’ mother feed them for breakfast? Whatever it was, it worked: Vindi Banga grew up to become a top executive at the food-and-personal-care giant Unilever, then a partner at the private-equity firm Clayton, Dubilier & Rice. His younger brother Ajay, after heading Citigroup’s Asian operations, was named CEO of MasterCard last year–all without a degree from a Western business school and without abandoning his Sikh turban. When Ajay took over at the credit-card company’s headquarters in a suburb outside New York City, the Times of India crowed that he was the first “entirely India-minted executive”…
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