Access the full text.
Sign up today, get DeepDyve free for 14 days.
E. Morris
Dutch, a Memoir of Ronald Reagan
Pepsi
Pepsi annual reports
S. Hamm
Match.com for mentors
J. Newfield
The Full Rudy: The Man, the Myth, the Mania
Apple
Apple annual report
R. Atkinson, G. Patton
War as I Knew it
A. Zaleznik
Managers and leaders, are they different?
Berkshire Hathaway
Berkshire Hathaway annual report
K. Skinner, A. Anderson, M. (Eds) Anderson
Reagan, A Life in Letters
C. Ryan
The Longest Day
D. Ogilvy
Confession of an Advertising Man
T. Levitt
Marketing myopia
W. Cohan
House of Cards: A Tale of Hubris and Wretched Excess on Wall Street
S. Ambrose
D Day: June 6, 1944, The Climactic Battle of WWll
BusinessWeek
Steven S. Reinemund
W.C. Kim, R. Mauborgne
Blue Ocean Strategy
L.V. Jr Gerstner
Who Says Elephant Can't Dance? Inside IBM's Historic Turnaround
J. Schwartz
Term limits says New Orleans mayor can't return; residents say they don't mind
J. Welch, J.A. Byrne
Jack Straight from the Gut
J. Reena
Real life imitates real world
A.G. Lafley, R. Charan
The Game Changer
Purpose – Management means “getting things done effectively through people”. This implies the importance of leadership and people skills in management practice to achieve optimal results. Great managers usually succeed for a number of reasons. They usually possess nine common management practices. This paper aims to identify these common denominators in their character and management practice that define them. Design/methodology/approach – Case examples are used to illustrate the application of those management practices. Successful managers from well‐known industry giants such as IBM, Nestle's, P&G, Apple, Loews', GE and PepsiCo are profiled to demonstrate how their success can be traced back to those practices. Findings – The paper demonstrates that every manager can easily apply the nine management practices daily to achieve a successful outcome. While some of these traits appear to be personal habits, it is these simple management habits that influence subordinates to perform their best. Originality/value – Most good managers are trained, not born. The nine personal practices identified in this paper can be easily adopted on a daily basis. With consistent practice, the nine personal traits help train managers to become more effective leaders in driving optimal performance and motivating subordinates to “get things done effectively”.
Journal of Management Development – Emerald Publishing
Published: Jan 4, 2011
Keywords: Management technique; Social skills; Motivation (psychology); Leadership; Management development; Best practice
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.