The new high-tech manager: six rules for success in changing times
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| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Boston [u.a.]
Artech House
1997
|
| Subjects: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007857076&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Physical Description: | XIV, 201 S. graph. Darst. |
| ISBN: | 0890069263 |
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MARC
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Record in the Search Index
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| adam_text | Contents
Preface xi
Chapter 1 The Fundamentals 1
1.1 Introducing the Technologist Manager 2
1.2 What Is a Manager s Real Job? 3
1.3 What Is Fundamental About Fundamentals? 4
1.4 Is This Just Another List? 5
1.5 The Six Fundamentals 6
1.5.1 Profit Awareness 6
1.5.2 Technical Literacy 7
1.5.3 Change Dynamics 7
1.5.4 Policy and Procedure 8
1.5.5 Decision Theory 8
1.5.6 Duality 9
1.6 Get Ready For Your Trek 9
Chapter 2 Profit 11
2.1 The Triumph of Political Correctness Over
Making Money 11
2.2 Profit Is Out of Sight, It Is Out of Mind 12
2.3 Profit Is Not a Four letter Word 12
2.4 An Example 13
2.5 This Has a Familiar Ring 14
2.6 Falling In Love With Technology 14
2.7 Numbers, Schmumbers, I Can Get Them To Say
Anything I Want 15
v
vi The New High Tech Manager
2.8 Situational Fundamentals Are No Fundamentals
At All 16
Chapter 3 Technical Literacy 17
3.1 Managers Need To Know Business, Not Technology 17
3.2 A Plane Full of Experts From Katmandu 18
3.3 Everybody Has Gone High Tech 19
3.4 Some Examples 20
3.5 Where Do I Go From Here? 22
3.6 Improving Your Technical Literacy 22
Chapter 4 Change Dynamics 25
4.1 The Myth of Stability and the Reality of Change 26
4.2 The Third Fundamental Skill 27
4.3 The Three Common Phases of Successful Change 27
4.4 Specialists Use Special Language 28
4.5 The Fallacy of Managing Change 29
4.6 The Paradox of Fear and Safety 30
4.7 Recognizing Unfreezing 31
4.8 The Fallacy of Empowerment 32
4.9 Refreezing 33
4.10 Appreciating the Problem 33
4.11 The Myth of Models 35
4.12 Goals and Objectives: What Is the Big Deal? 36
4.13 Changing To Improve Profits Versus Changing To
Improve Life 37
4.14 Who Says We Have To Change Anyway? 38
4.15 What Does Yes Sound Like? 39
4.16 Kill It Before It Dies of Neglect 40
4.17 Solving the Problem 40
Chapter 5 Useful Change Tools 43
5.1 The Usual Tools 44
5.2 The Uncommon But More Useful Tools 46
5.2.1 Understanding the Gestalt Cycle of Experience 47
5.2.2 Running Good Meetings 47
5.2.3 Using Free Form Organization Charts 47
5.2.4 Applying Force Field Analysis 47
5.2.5 Measuring Change 48
5.3 Foreground, Background, and Gestalt 48
5.4 All You Really Need To Know About Meetings 52
5.4.1 Virtual Meetings 52
5.4.2 The Chance Encounter 54
5.4.3 The Planned Meeting 56
(.oiitt nts vii
5.5 Free Form Organization Charts 58
5.6 Force Field Analysis 62
5.7 Measuring Change 63
5.8 Generating Opportunity 69
Chapter6 Controlling Change 71
6.1 Controlled Versus Uncontrolled Changes 71
6.2 Two Real life Examples 74
6.2.1 It Is Not Always Vern 75
6.2.2 Going Outside the System 77
6.2.3 The Long Term Effect of Relying on Unplanned,
Natural Changes 77
6.3 Keepers of the System 79
6.4 Uncontrolled Change: The Root of All Failure 80
6.5 The Reluctance To Write Policy 81
6.6 Plan, Policy, and Procedure 83
6.7 The Effect of Disconfirming Information on
Operating Systems 85
6.8 Planned and Unplanned Change 89
6.9 Epilogue 90
Chapter 7 Documentation Basics 91
7.1 The Paradox of Control and Empowerment 92
7.2 Write It Down 93
7.3 Too Much Is as Bad as Too Little 94
7.4 Disinterested Management Dooms the Ship 94
7.5 A Document By Any Other Name 94
7.6 Self Referentialism 95
7.7 Document System Efficiency 95
7.8 For Your Information Usually Means Otherwise 97
7.9 Do Not Name the Nameless 98
7.10 Too Many Cooks Spoil the Broth 100
7.11 The Document Pyramid 101
7.12 Exercise and Regular Checkups 103
7.13 Throwing Work Over the Wall 104
Chapter 8 Decision Errors 107
8.1 More Is Not Necessarily Better 107
8.2 Politics To the Rescue: The Origins of Groupthink 108
8.3 Groupthink in the Business World 111
8.4 Illusion of Control 112
8.5 A Nice Frame Affects the Picture 115
8.6 Sunk Costs Might as Well Be at the Bottom of
the Ocean 117
viii The New High Tech Manager
8.7 So, How Do You Think He Will React? 118
8.8 I Saw It On Television 120
8.9 So, What Do You Want To Eat? 121
8.10 Epilogue 121
Chapter 9 Decision Tools 123
9.1 Paper and Pencil Versus Speculation 123
9.2 The Fine Art of Note taking 125
9.3 Think Alternatives 127
9.3.1 Dominant Alternatives 128
9.3.2 Mini Max: The Quickest Way to an
Obvious Answer 129
9.3.3 Scoring Alternatives 130
9.3.4 The Complication of Uncertainty 135
9.4 Decision Trees 135
9.5 Decisions Are Optional 140
9.6 Into the Breach 141
Chapter 10 Duality 143
10.1 Duality: A Necessity 143
10.2 A Change Project For Every Manager 144
10.3 Duality Requires Consistency 146
10.4 Shared Decision Making 147
10.5 The Inclusion Tree 148
10.6 Limiting Inclusion 149
10.7 Duality: A State of Mind 150
Chapter 11 Fundamentals Versus Fads 153
11.1 The Fundamentals of Fads 153
11.2 The Business Fad Game 154
11.3 Breaking Out 155
11.4 What Is In a Name? 157
11.5 The Fad Factory 157
11.6 In the Beginning 158
11.7 Fundamental Foundations 159
11.8 Hall of Shame 160
11.9 Reengineering and Technology 162
11.10 Fads Walk on the Back of Technical Illiteracy 163
11.11 The King of Confusion: Quality Improvement
Programs 166
11.12 The Customer Is Seldom Right 169
11.13 Total Quality Management (TQM) 171
11.13.1 Total Quality Control 172
11.13.2 The Deming Method 173
(A)flti tltS i.X
11.13.3 Statistical Process Control 173
11.13.4 The Juran Institute 174
11.13.5 The Crosby School 174
11.13.6 National Quality Awards 175
11.14 International House of Pancakes Is a Conspiracy 175
11.15 Culture Club 177
11.16 My Benchmark Will Not Return My Calls 177
11.17 Business Fads Do Have Value 178
11.18 Fads and the Need For Closure 179
11.19 Managers Are Not the Only Fad Mongers 179
Chapter 12 Closure 181
12.1 Profit Awareness 182
12.2 Technical Literacy 182
12.3 Change Dynamics 183
12.4 Documentation Basics 184
12.5 Decision Theory 184
12.6 Duality 185
12.7 The Sum Is Greater Than the Parts 185
12.8 One More Trip 186
12.9 Where Do Good Managers Come From? 187
Appendix 189
A.I Change Dynamics 189
A.2 Decision Theory 189
A.3 Decision making Tools 190
A.4 Fads 190
A.5 Gestalt Cycle of Experience 190
A. 6 Meetings 191
A. 7 Quality as a Function 191
A.8 Self Referentialism 191
About the Authors 193
Index 195
|
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| indexdate | 2024-12-20T10:16:23Z |
| institution | BVB |
| isbn | 0890069263 |
| language | English |
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| publishDate | 1997 |
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| spellingShingle | Durham, Kenneth Kennedy, Bruce The new high-tech manager six rules for success in changing times Management |
| title | The new high-tech manager six rules for success in changing times |
| title_auth | The new high-tech manager six rules for success in changing times |
| title_exact_search | The new high-tech manager six rules for success in changing times |
| title_full | The new high-tech manager six rules for success in changing times Kenneth Durham ; Bruce Kennedy |
| title_fullStr | The new high-tech manager six rules for success in changing times Kenneth Durham ; Bruce Kennedy |
| title_full_unstemmed | The new high-tech manager six rules for success in changing times Kenneth Durham ; Bruce Kennedy |
| title_short | The new high-tech manager |
| title_sort | the new high tech manager six rules for success in changing times |
| title_sub | six rules for success in changing times |
| topic | Management |
| topic_facet | Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007857076&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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