# data[].attributes.body
A good manager must know various concepts and skills and know in which situations to apply them.

# data[].attributes.body
I thought this was an effect and simple guideline for management, leadership or employee.  This module lists the four basic management functions as

1. Planning

2. Organizing

3. Influencing

4. Controlling

You can see how the strategy below varies but is centered around the same concepts or could be adjusted to go hand in hand.

# data[].attributes.body
This cartoon is a play on efficient and not efficient types of management. So because an employee has effectively completed a task the employer can't attribute that to his commitment and work but rather to the leadership giving proper tools and taking credit?

# data[].attributes.body
Goals for management. Does management change based on group size and dynamics? It should!  Management should know when to apply certain skills and concepts.  This to relates to the idea that management must know when and where to apply certain leadership concepts.

# data[].attributes.attachment_link.readable_text
In May 2008, a group of renowned scholars and business leaders gathered in Half Moon Bay, California, with a simple goal: to lay out an agenda for reinventing management in the 21st century.

The two-day event, organized by the Management Lab with support from McKinsey & Company, brought together veteran management experts such as CK Prahalad, Henry Mintzberg, and Peter Senge; distinguished social commentators including Kevin Kelly, James Surowiecki and Shoshana Zuboff; and a number of progressive CEOs, including Terri Kelly from WL Gore, Vineet Nayar from HCL Technologies, and John Mackey from Whole Foods.

Before arriving, each of the 35 attendees participated in an hour-long interview. The double-barreled question: What is it about the way large organizations are currently managed that will most imperil their ability to thrive in the decades ahead; and given this, what fundamental changes will be needed in management principles, processes and practices?

Once together, the attendees shared perspectives in large and small groups. Mid-way through the event, Eric Schmidt, Google's CEO, stopped by and added his thoughts to the already bubbling cauldron of ideas:

The conversations were energetic, passionate, and sometimes contentious. Yet, all those present were mindful of the ultimate goal: to nominate a roster of make-or-break challenges that would empower and focus the energies of management innovators around the world.

In taking on this task, the participants drew inspiration from the work of the National Academy of Engineering, which recently proposed a list of "grand engineering challenges" for the 21st century. Among the stretch goals: reverse engineering the human brain, advancing health informatics, and developing methods for carbon sequestration. (For the full list of challenges, see: www.engineeringchallenges.org.) Why, we wondered, shouldn't those of us in the management profession commit ourselves to a set of similarly ambitious innovation targets?

What drew the participants together was a set of broadly shared beliefs about the importance of management, and a sense of urgency about reinventing management for a new age. These animating beliefs briefly are...

First, that "management" - the tools and methods we use to mobilize resources to productive ends - is one of humankind's most important social technologies.

Second, that the "management model" that predominates in most large organizations is now seriously out-of-date. This model has its roots in the late 19th century, and was invented to solve one overriding problem: how to get semi-skilled human beings to do the same things over and over again, with perfect replicability and ever-increasing efficiency. This was, and is, an important problem, but it is not the most important challenge for today's organizations.

Third, that we must, therefore, reinvent management in ways that will make large organizations fundamentally more adaptable, more innovative and more inspiring places to work - that will, in short, make them as human as the individuals who work within them.

After two days of sometimes contentious deliberations, a set of "moonshots for management" began to emerge. These challenges are described in full in the February 2009 issue of the Harvard Business Review, and are summarized below:

1. Ensure that management's work serves a higher purpose. Management, both in theory and practice, must orient itself to the achievement of noble, socially significant goals.

2. Fully embed the ideas of community and citizenship in management systems. There's a need for processes and practices that reflect the interdependence of all stakeholder groups.

3. Reconstruct management's philosophical foundations. To build organizations that are more than merely efficient, we will need to draw lessons from such fields as biology and theology, and from such concepts as democracies and markets.

4. Eliminate the pathologies of formal hierarchy. There are advantages to natural hierarchies, where power flows up from the bottom and leaders emerge instead of being appointed.

5. Reduce fear and increase trust. Mistrust and fear are toxic to innovation and engagement and must be wrung out of tomorrow's management systems.

6. Reinvent the means of control. To transcend the discipline-versus-freedom trade-off, control systems will have to encourage control from within rather than constraints from without.

7. Redefine the work of leadership. The notion of the leader as a heroic decision maker is untenable. Leaders must be recast as social-systems architects who enable innovation and collaboration.

8. Expand and exploit diversity. We must create a management system that values diversity, disagreement, and divergence as much as conformance, consensus, and cohesion.

9. Reinvent strategy-making as an emergent process. In a turbulent world, strategy making must reflect the biological principles of variety, selection, and retention.

10. De-structure and disaggregate the organization. To become more adaptable and innovative, large entities must be disaggregated into smaller, more malleable units.

11. Dramatically reduce the pull of the past. Existing management systems often mindlessly reinforce the status quo. In the future, they must facilitate innovation and change.

12. Share the work of setting direction. To engender commitment, the responsibility for goal setting must be distributed through a process where share of voice is a function of insight, not power.

13. Develop holistic performance measures. Existing performance metrics must be recast, since they give inadequate attention to the critical human capabilities that drive success in the creative economy.

14. Stretch executive time frames and perspectives. Discover alternatives to compensation and reward systems that encourage managers to sacrifice long-term goals for short-term gains.

15. Create a democracy of information. Companies need holographic information systems that equip every employee to act in the interests of the entire enterprise.

16. Empower the renegades and disarm the reactionaries. Management systems must give more power to employees whose emotional equity is invested in the future rather than in the past.

17. Expand the scope of employee autonomy. Management systems must be redesigned to facilitate grassroots initiatives and local experimentation.

18. Create internal markets for ideas, talent, and resources. Markets are better than hierarchies at allocating resources, and companies' resource allocation processes need to reflect this fact.

19. Depoliticize decision-making. Decision processes must be free of positional biases and should exploit the collective wisdom of the entire organization.

20. Better optimize trade-offs. Management systems tend to force either-or choices. What's needed are hybrid systems that subtly optimize key trade-offs.

21. Further unleash human imagination. Much is known about what engenders human creativity. This knowledge must be better applied in the design of management systems.

22. Enable communities of passion. To maximize employee engagement, management systems must facilitate the formation of self-defining communities of passion.

23. Retool management for an open world. Value-creating networks often transcend the company's boundaries and render traditional power-based management tools ineffective. New management tools are needed for building complex ecosystems.

24. Humanize the language and practice of business. Tomorrow's management systems must give as much credence to such timeless human ideals as beauty, justice and community as they do to the traditional goals of efficiency, advantage, and profit.

25. Retrain managerial minds. Managers' traditional deductive and analytical skills must be complemented by conceptual and systems-thinking skills.

We'd like to hear from you. Which of these moonshots will be most critical to the future success of today's organizations? What, in your opinion, will be the biggest barriers to making progress? Do you know of organizations that have made a good start in addressing some of these make-or-break challenges? Please share your thoughts with us.

You can also participate in the Management Moonshots survey and learn more at www.managementlab.org/future.

# data[].attributes.attachment_link.description
Preview Gary Hamel's February 2009 article in the Harvard Business Review, Moon Shots for Management. In May 2008, a group of renowned scholars and business leaders gathered in Half Moon Bay, California, with a simple goal: to lay out an agenda for reinventing management in the 21st century.