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Faits Et Foutaises Dans Le Management Pdf
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English The « servant leadership » and a powerful paradigm to address the humanist crisis managementThis paper presents the paradigm of leadership, innovative and little known in France « servant leadership ». This stems from a managerial philosophy alternative which is particularly interesting and relevant to address the endemic crisis management men facing many organizations. It offers other principles and especially other management practices which have the merit of being more ethical and more satisfying for employees while providing better performance for the organization. In the current context of crisis management systems very traditional hierarchical and bureaucratic legacy of the old model of « industrial age », but that still dominates the organizational landscape, this alternative paradigm of leadership has the merit of proposing principles and practices intelligent and innovative paving the way toward a 'humanism managerial' able to reconcile the imperatives of economic efficiency and well - being at work of employees.
The best organizations have the best talent. Financial incentives drive company performance. Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legio The best organizations have the best talent. Financial incentives drive company performance.
Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life – and shows how to finally turn this common sense into common practice. This is one difficult and dull book to read and here's the thing: Management DOES NOT NEED to be difficult or complicated and neither do books about it have to be as such. While I respect the advice of a senior director who suggested it to me years ago, after months of making various casual and semi-serious attempts at digging into this, I give up!
I perused through some of it, read a few chapters, and was mostly unable to fully appreciate the philosophies outlined in 'Hard Facts, Dangerous Half- This is one difficult and dull book to read and here's the thing: Management DOES NOT NEED to be difficult or complicated and neither do books about it have to be as such. While I respect the advice of a senior director who suggested it to me years ago, after months of making various casual and semi-serious attempts at digging into this, I give up! I perused through some of it, read a few chapters, and was mostly unable to fully appreciate the philosophies outlined in 'Hard Facts, Dangerous Half-Truths & Total Nonsense'. Having read several pleasurable business books - an oxymoron, is it not, and all the more credit to the authors of those books - I was wishfully thinking this to be another insight fully written book. Pfeffer and Sutton go through painstakingly long and deliriously detailed examples to drive their points home. I initially took an interest in this book to learn more about sound management practices. Here I will share few of my takeaways as well as some areas of discord.
The authors cover good management topics. For instance, the question on the right quantity of data needed before one is able to make a sound business decision?
We face this dilemma every day: How much information is enough? How much would be too much? Oren Harari covers a great section in his book about Colin Powell's leadership, concluding that if you wait too long to make a decision, it will indeed be too late, and the opportunity will be missed.
My favorite quote was Pfeffer's Law, 'Instead of being interested in what is new, we ought to be interested in what is true'. The focus on dangerous half-truths and total nonsense has its interesting moments, if one can make it alive through the small-font text on page upon page full of dry, dull verbiage. I do love business and I do enjoy learning, and even so, this book comes short on delivery and it is painful to sit through these pages. I read enough to formulate an opinion, I wonder if my opinion itself qualifies as a dangerous half-truth, from an unfinished book. Well, it is what it is and it is what I took away with the time invested in the book and here it is for my readers.
Perhaps another lesson I walked away with from this book was the willingness to put a bad book down without finishing. The obsession to finish every book that I start has often not served me well.
Learning to put that theory into practice, and realizing that the number of excellent books out there is far too many and our time ever so limited, is part of living well. Chapters 1 & 2: The Case for Evidence-based Management In too many businesses, we do things because of tradition or “everyone knows you should.” Not all of those assumptions are correct. How to recognize the poor decision practices: 1) Casual Benchmarking. A few case studies are cited, often by those that have already drawn conclusions. 2) Doing what seems to have worked in the past. Why did it work? Sure it was the reason for success?
3) Following deeply held but unexamined ideologies. High Chapters 1 & 2: The Case for Evidence-based Management In too many businesses, we do things because of tradition or “everyone knows you should.” Not all of those assumptions are correct. How to recognize the poor decision practices: 1) Casual Benchmarking. A few case studies are cited, often by those that have already drawn conclusions. 2) Doing what seems to have worked in the past. Why did it work? Sure it was the reason for success?
3) Following deeply held but unexamined ideologies. High rollers are the key to casinos growth (wrong).
Stock options are a good employee reward system for increasing the company’s long-term growth (wrong). What if there is no sound data available?
Ft 736r manual. Do some research (try to buy your own product, for example), and look at the underlying assumptions—there is probably some research on that subject. Decisions based on facts reduce the hierarchy of a corporation (an opinion—even from a high level manager—doesn’t matter as much).
This book was somewhat intriguing although so many of the principles are familiar from other business and leadership books that I've read. I agree with the premise that evidence-based management is the way to go, because I agree that basing decisions on facts is correct. Facts matter. The authors take a number of so called truisms and turn them on their heads. They challenge the status quo thinking and that's a good thing.
They do provide a number of high profile examples from companies such as This book was somewhat intriguing although so many of the principles are familiar from other business and leadership books that I've read. I agree with the premise that evidence-based management is the way to go, because I agree that basing decisions on facts is correct. Facts matter. The authors take a number of so called truisms and turn them on their heads. They challenge the status quo thinking and that's a good thing.
They do provide a number of high profile examples from companies such as IDEO, Hewlett Packard, Microsoft, Google and other less known tech companies. I would recommend this book to folks in leadership roles at any size business. Most of these type of books focus on larger organizations but a good leader will learn and use what they can, even in a smaller setting. Jeff Pfeffer is really smart. Some of his concepts are really helpful.
This book does a decent job dispelling management half-truths. I like how he frame when change happens (when there's dissatisfaction, clear direction, overconfidence that the plan will succeed, and an acceptance that change is a messy process). I also like how he describes how Leaders change organizations by talking and acting as if they are in control.
Unfortunately, he's a little long-winded. Also the book was published in Jeff Pfeffer is really smart. Some of his concepts are really helpful.
This book does a decent job dispelling management half-truths. I like how he frame when change happens (when there's dissatisfaction, clear direction, overconfidence that the plan will succeed, and an acceptance that change is a messy process). I also like how he describes how Leaders change organizations by talking and acting as if they are in control. Unfortunately, he's a little long-winded. Also the book was published in 2006 so some concepts are covered better in more recent books. Overall, I had a hard time getting through this book.
If you had my contentious little soul, you too would like to pick up a book titled ', and see if it does indeed live up to the promise of its title. Written by Stanford Professors, Robert Sutton and Jeffery Pfeffer, this book first came to my attention through an article in back in December 2005. I'd it on Core77. So when I had the unexpected good luck to have Prof Sutton email me asking me if I'd like to take If you had my contentious little soul, you too would like to pick up a book titled ', and see if it does indeed live up to the promise of its title. Written by Stanford Professors, Robert Sutton and Jeffery Pfeffer, this book first came to my attention through an article in back in December 2005.
I'd it on Core77. So when I had the unexpected good luck to have Prof Sutton email me asking me if I'd like to take a look at it, now that it was almost published, I leapt at the chance to get my hot little hands on it. You know me, I need to feed my reading habit, and who doesn't like a freebie?:) I must say that I ran the gamut of emotions while reading it, from 'Oho, that makes sense, I wished I'd said that' to 'Hmmm, what is he going on about? That's a silly idea' and didn't know whether I like it or not. However, I can say that it fulfills the primary function of any good business book very well. It's an effective and actionable idea, simple to implement and very powerful. Sutton and Pfeffer's contention is that managers make decisions all the time based on the wrong reasons and that the 'concept' they introduce is evidence based management.
About three years ago, when I was in my first semester of working for the Institute of Design as Director, Graduate Admissions, I first heard about the conventional wisdom long held at ID, that the majority of the enquiries from prospective students came from outside of Illinois and Chicago, therefore there wasn't any local market. Something didn't sit right about this factoid, and since I had to respond to enquiries by email, phone or walk ins, I knew that a high proportion of them were local candidates.
So I set about analyzing the database of enquiries by State and Country for all our data, in 2003 going back to 1998. So I had enough years to do a trend analysis. The numbers showed that 65% of our enquiries were from Illinois, and almost a third from Chicago alone. This changed our communication focus and style, to respond to the evidence of the numbers rather than a long held belief. What is so remarkable about this story is that I wouldn't have understood its significance if I had not read this book. I learnt to analyze the situation and find the words to frame the problem from their articulation of what evidence based management really is.
It is using the evidence of the facts to derive goals and strategy rather than beliefs or aphorisms, and thus improving performance in all areas. It's a challenging book, but, imho, a much awaited and well deserved one.
I'm not comfortable with a book that makes me rethink some of the things I thought, i.e. It challenges some of my long held beliefs, but the force of their argument is such that I was willling to open my mind to read their message. It's not going to be easy to change the way you think about something, especially when you've been around for a while, 15 years of reasonably improving performance sets up little habits, routines and problem approaching techniques that have always served you well and now take on the mystical qualities of a 'ritual' or 'lucky charm', but Sutton and Pfeffer are worth listening to. That's scary.
Here's my favourite bit: Design thinking is one of enlightened trial and error wherein one observes the world, identifies the patterns of behaviour, generates ideas, gets feedback, repeats the process, and keeps on refining. You see the irony is that here I was hoping Prof Sutton would take me on as a student:) but I found that we're saying the same things.
Just our choice of words are a little different. The book is about evidence-based management, which is the opposite of management where decisions are taken upon ideology or beliefs that are not based on facts. It covers areas like: - work-life integration - selecting talent - structuring rewards - how much to emphasize strategy - managing change - leadership My personal take-aways from this book: 1. It's very important to encourage people to deliver bad news because it helps to spot problems earlier and fix them faster which results in making less dama The book is about evidence-based management, which is the opposite of management where decisions are taken upon ideology or beliefs that are not based on facts. It covers areas like: - work-life integration - selecting talent - structuring rewards - how much to emphasize strategy - managing change - leadership My personal take-aways from this book: 1. It's very important to encourage people to deliver bad news because it helps to spot problems earlier and fix them faster which results in making less damages. Good news often even don't require major decision or action, just to be noticed and praised.
Some 'unconventional wisdom' like in 'First, Break all the rules' suggests to focus only on things that run high performance and to skip characteristics of bad performance. If we would look only at successful start-ups for example and make analysis on them in order to 'extract' the key factors for success we would succeed or fail with the same probability - because it's more about taking risk and not applying particular principles or techniques. The higher the risk, the more likely it could be big success or big failure. If we would study also start-ups that failed we could learn from their mistakes. Is laughing loudly at work really a sign of non-professional behavior? What is professional behavior?
People should not behave in not natural way for them just to adjust to 'culture behavioral guidelines' that are based on ideology and not on evidence. The key to great performance (especially in IT or other highly specialized job) is to remove all possible distractions. If for example employee's child is sick, its natural that this person will think about the kid. Then the organization should figure out how to somehow help him to get more his attention. Early 'predicting' of high future performance: mental ability (IQ, overall smartness), work sample tests, job tryouts. High performing persons usually attract other high performing persons. Some researches show that: A players hire other A players, B players hire C players and C players hire F players.
Also bad managers hire bad people because they don't want anyone to be above their level and at the same time they lower the threat of being pushed away. Definition of C players: they never bother to learn new things, don't help others to learn, don't try to improve how organization works. Getting rid of such people signals the org. That such behavior is not valued. Exceptional people do much more than others. They have more successes but also more failures.
The smartness is not taken from the cradle, it's extended by constant learning and experimentation. Financial incentives have the following functions: - they can increase the effort but not ability (at least in short run) - informational effect - tell employee what org. Values and what are priorities - selection effect - performance based pay will attract people who are motivated to do good job (seniority-based pay attract people who perform low so that their results will not be penalized) 9.
All purpose of financial incentives can be replaced by non-financial rewards. Praising has informational effect for example. Pointing out company's mission, technology, culture, believing in company, enjoying the work can have selection effect. Treat your organization as an unfinished prototype - act what you know at particular time, based on best available data you have. No brag - just facts! (quality, efficiency, profitability) 11. Master obvious and try even those things that might look too easy.
For example many empirical research has been done and proved that meetings where everyone stands take less time and are as effective as sitting meetings - just we don't use it because it's too obvious or too easy. Leadership - it's important to display and promote curiosity - the leader should act as student and as a teacher - the best leaders are lifetime students because they are curious and driven to keep learning what works best for their companies - everyone needs to learn but also teach - to understand things better, what works and what does not work - 'hear one, see one, do one, teach one!' I appreciated that this book really dove down into the data and evidence behind evidence based management practices should be followed and what should be thrown out entirely. Just because something has been done a certain way for eons does not mean it is the right or best way. How often have projects been started without stopping to consider if they are rooted in evidence or likely to succeed in the first place?
I especially loved the chapter on leadership and how leaders get too mu I love data. I appreciated that this book really dove down into the data and evidence behind evidence based management practices should be followed and what should be thrown out entirely.
Just because something has been done a certain way for eons does not mean it is the right or best way. How often have projects been started without stopping to consider if they are rooted in evidence or likely to succeed in the first place? I especially loved the chapter on leadership and how leaders get too much credit when things are going right and too much heat when things are going wrong. I see it in the media daily.
I had to read this for a grad school class, and though it was written intelligently and thoroughly, it definitely wasn't a book I thought about reading in my spare time. But, such is life. Not all business books worth reading are sexy.
It seems so obvious. So much of what we call management is unthinking and ineffective.
And the authors are among the few well-credentialed people to point this out and back it up with solid evidence. Performance management. All of what we typically do simply isn't based on any evidence. I fact we plunge ahead.despite. the evidence.
The book's major accomplishments are that it will convince you to question the seemingly unquestionable practices and motivate you to do somet It seems so obvious. So much of what we call management is unthinking and ineffective. And the authors are among the few well-credentialed people to point this out and back it up with solid evidence.
Performance management. All of what we typically do simply isn't based on any evidence. I fact we plunge ahead.despite. the evidence. The book's major accomplishments are that it will convince you to question the seemingly unquestionable practices and motivate you to do something different. Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979.
He is the author or co-author of thirteen books including The Human Equation: Building Profits by Putting People First; Managing with Power; The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action; Hidden Value: How Great Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. He is the author or co-author of thirteen books including The Human Equation: Building Profits by Putting People First; Managing with Power; The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action; Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People; Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management; and What Were They Thinking? Unconventional Wisdom About Management, as well as more than 150 articles and book chapters. Pfeffer’s latest book, entitled Power: Why Some People Have It—And Others Don’t was published in 2010 by Harper Business. Pfeffer received his B.S.
Degrees from Carnegie-Mellon University and his Ph.D. From Stanford.
He began his career at the business school at the University of Illinois and then taught at the University of California, Berkeley. Pfeffer has been a visiting professor at the Harvard Business School, Singapore Management University, London Business School, Copenhagen Business School, and for the past 8 years a visitor at IESE in Barcelona. From 2003-2007, Pfeffer wrote a monthly column, “The Human Factor,” for the 600,000-person circulation business magazine, Business 2.0 and from 2007-2010, he wrote a monthly column providing career advice for Capital, a leading business and economics magazine in Turkey. Pfeffer also was a regular blogger for the Corner Office section of BNET (CBS Interactive), and currently writes for the Harvard Business Review website, Bloomberg Business Week online, Inc., and for the “On Leadership” section of The Washington Post. Pfeffer has appeared in segments on CBS Sunday Morning, 60 Minutes, and CNBC as well as television and radio programs in Korea and Japan and has been quoted and featured in news articles from countries around the globe. Pfeffer currently serves on the board of directors of the nonprofit Quantum Leap Healthcare. In the past he has served on the boards of Resumix, Unicru, and Workstream, all human capital software companies, Audible Magic, an internet company, SonoSite, a company designing and manufacturing portable ultrasound machines, and the San Francisco Playhouse, a non-profit theater.
Pfeffer has presented seminars in 38 countries throughout the world as well as doing consulting and providing executive education for numerous companies, associations, and universities in the United States. Jeffrey Pfeffer has won the Richard I. Irwin Award presented by the Academy of Management for scholarly contributions to management and numerous awards for his articles and books. He is listed in the top 25 management thinkers by Thinkers 50, and as one of the Most Influential HR International Thinkers by HR Magazine. In November, 2011, he was presented with an honorary doctorate degree from Tilburg University in The Netherlands.
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