Compare and Contrast
Managing and Management Teams: Why they succeed or fail are two books that this will try to compare and find the similarities in the books. Managing what makes a person a good manager? What makes a person a good leader for teams? Harold Geneen thought of business as of many things, the least of which is the balance sheet. Geneen (1984) thought of it as a "fluid, ever-changing, living thing, sometimes building to great peaks, sometimes falling to crumble lumps" (p. 45). Geneen felt that conducting business is fascinating, demanding, and creative, worthy of being classed with the higher arts, worthy also of the greatest personal commitment for self and society, and yielding the greatest satisfactions. He felt that business could not be run on anything else other than a theory. He also believed that leadership depended upon the man more than the rank. All organizations, large and small, military or civilian, reflect the personality and character of the man or men who lead them. He felt that theory Z would explain why and how the Japanese system of business management is superior to our own. The facts he pointed out in the book that made them stand out were: "the Japanese are ou
Only performance gives you the freedom to grow as yourself. Each team member may carry the designation manager, but the word has largely lost its original meaning, it no longer implies an authority figure and may refer merely to someone holding a position of responsibility. However can be over optimistic and loses interest after initial enthusiasm has wanted. You run a business the opposite way. Meredith Belbin thought that most middle sized and large firms, and almost all institutions, are run by small management teams. They both felt that the key point was that no one would be afraid to talk. However tends to ignore incidentals and be too immersed to communicate effectively. A capacity for treating and welcoming all potential contributors on their merits and without prejudice. * Completer-Finisher: conscientious and anxious to get the job done. * Company Worker: conservative, dutiful, predictable. * Sharper: challenging, dynamic, thrives under pressure. These summaries describe the characteristics of each role and also give allowable weakness points. The book would be useful if it merely answered the question, why do collaborative (creative, decision making) teams succeed or fail?" But Belbin goes much further than that. One thing that the two authors agreed on was that good leadership was needed. * Resource Investigator: extrovert, enthusiastic, communicative.
Common topics in this essay:
Team Worker,
Harold Geneen,
Meredith Belbin,
Resource Investigator,
Company Worker,
Management Teams,
management teams,
performance reality,
teams succeed fail,
geneen believed,
team worker,
believed leadership,
makes person,
succeed fail,
indecisive crisis,
geneen 1984,
business management,
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Acceptance Essays
