Manager Redefined: The Competitive Advantage in the Middle of Your Organization
October 2010, Jossey-Bass
Part I: Context.
1 Do Managers Matter?
A Brief History of Management.
Defi ning Management and Leadership.
The Defi nition, and the Power, of Engagement.
2 Why Managers Have a Tough Job.
Employees Are Smart and Demanding.
We Have Ambivalent Feelings about Leadership and Followership.
We Really Don't Like Being Told What to Do.
Managers Behave Badly.
3 A New Model of Manager Performance.
Managers and Competitive Advantage.
The Manager Performance Model.
4 Constructing the Manager Role.
Manager Contribution—The Player-Coach Job.
Manager Competency—The Technical Skill Dilemma.
The Size of the Job—Span of Control.
Building the Role System.
Part II: Implementation.
5 Executing Tasks.
Clarifying Job Roles.
6 Developing People.
Acting as a Human Capital Treasurer.
Providing Direct Development.
Goal Setting and Performance Feedback.
7 Delivering the Deal.
Transforming the Extrinsic into the Intrinsic.
Boosting Engagement Through Recognition.
8 Energizing Change.
Coping with Imposed Change.
Choosing to Change.
9 Authenticity and Trust.
Connecting Authenticity and Trust.
Building Trust Through Authenticity.
Implications for Manager Performance.
10 Fitting the Pieces Together.
Manager Role Structure and Performance Model—A Summary.
What Makes a Great Manager?
Can a Good Manager Manage Anything?
Make Versus Buy.
Notes for Those Who Want Managers to Succeed.
Thomas O. Davenport is a senior practitioner in the San Francisco office of Towers Watson, a worldwide human resource consulting firm. He provides advice on human capital strategy, employee and organization research, and leadership development to clients in a wide variety of industries.
Stephen D. Harding is a senior practitioner in the London office of Towers Watson. He has consulted in employee research and organizational behavior for the last twenty years and has responsibility for managing employee research projects throughout Europe and elsewhere internationally.
—People Management, publication of Chartered Institute of Personnel and Development (CIPD), Europe's largest HR development professional body
In Manager Redefined, Tom Davenport and Stephen
Harding…view supervisors and managers as centres of insight
and influence, underappreciated in many organizations, but endowed
nevertheless with the potential to make dramatic contributions to
enterprise success….The authors challenge readers to consider
the power embedded in their managers’ accumulated knowledge
and experience…The authors provide a sound and practical
performance model that reflects both current workplace reality and
enduring human traits.
—From HR Leader (Australia)
In Manager Redefined, Davenport and Harding assert that
managers not only matter to a company’s success, but also
represent a potentially critical element in the performance
equation. Drawing on extensive use of case studies, survey data
and consulting experience, Manager Redefined identifies a
performance model that depicts how managers contribute most
directly and significantly to sustainable competitive
— drakepulse.com, the on-line site of the Drake Business Review