Manager Redefined : The Competitive Advantage

In this book the author explains that managers must build human capital and engender employee engagement by managing them almost not at all, by attending instead to the factors and circumstances that make them successful. In other words, managers must play their role from offstage and out of the limelight. Based on a survey of over 16,000 employees, the author presents Towers-Watson' management performance model: Executing tasks, Building relationships and performance capability, and Energizing change. Additionally, managers must create an atmosphere of authenticity and trust.

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.

Preface	p. vii
Context	p. 1
Do Managers Matter?	p. 3
A Brief History of Management	p. 4
Defining Management and Leadership	p. 7
The Definition, and the Power, of Engagement	p. 16
Summary	p. 22
Why Managers Have a Tough Job	p. 25
Employees Are Smart and Demanding	p. 26
We Have Ambivalent Feelings about Leadership and Followership	p. 29
We Really Don't Like Being Told What to Do	p. 32
Managers Behave Badly	p. 33
Summary	p. 36
A New Model of Manager Performance	p. 39
Managers and Competitive Advantage	p. 41
The Manager Performance Model	p. 51
Summary	p. 66
Constructing the Manager Role	p. 71
Manager Contribution-The Player-Coach Job	p. 72
Manager Competency-The Technical Skill Dilemma	p. 74
The Size of the Job-Span of Control	p. 81
Building the Role System	p. 89
Summary	p. 101
Implementation	p. 103
Executing Tasks	p. 105
Planning Work	p. 106
Clarifying Job Roles	p. 115
Monitoring Progress	p. 137
Summary	p. 139
Developing People	p. 143
Acting as a Human Capital Treasurer	p. 144
Providing Direct Development	p. 153
Goal Setting and Performance Feedback	p. 161
Summary	p. 172
Delivering the Deal	p. 177
Transforming the Extrinsic into the Intrinsic	p. 178
Individualizing Rewards	p. 181
Boosting Engagement Through Recognition	p. 187
Summary	p. 194
Energizing Change	p. 199
Coping with Imposed Change	p. 200
Choosing to Change	p. 213
Sustaining Engagement	p. 218
Summary	p. 225
Authenticity and Trust	p. 229
Connecting Authenticity and Trust	p. 229
Building Trust Through Authenticity	p. 232
Implications for Manager Performance	p. 244
Summary	p. 253
Fitting the Pieces Together	p. 257
Manager Role Structure and Performance Model-A Summary	p. 258
What Makes a Great Manager?	p. 259
Can a Good Manager Manage Anything?	p. 265
Make Versus Buy	p. 266
Notes for Those Who Want Managers to Succeed	p. 269
Notes	p. 281
The Authors	p. 313
Index	p. 315
Table of Contents provided by Ingram. All Rights Reserved.

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Manager Redefined : The Competitive Advantage in the Middle of Your Organization

Summary

Author Biography

Table of Contents

Supplemental Materials