Viata de managervineri, august 29th, 2014
Sau cum s-a schimbat jobul de manager in ultimii ani:
1. Organizatiile au devenit mai complexe:
The most debilitating form of clutter is organisational complexity. The Boston Consulting Group (BCG) has been tracking this for a representative sample of companies in the United States and Europe since 1955 (when the Fortune 500 list was created). BCG defines complexity broadly to include everything from tiers of management to the numbers of co-ordinating bodies and corporate objectives. It reckons that, overall, the complexity of organisations has increased sixfold since then. There has been an explosion of “performance imperatives”: in 1955 firms typically embraced between four and seven of them; today, as they strain themselves to be kind to the environment, respectful of diversity, decent to their suppliers and the like, it is 25-40.
2. Sedintele ocupa 15% din timpul unui manager:
A second form of clutter is meetings. Bain & Company, another consulting firm, studied a sample of big firms, finding that their managers spent 15% of their time in meetings, a share that has risen every year since 2008. Many of these meetings have no clear purpose. The higher up you go, the worse it is. Senior executives spend two full days a week in meetings with three or more colleagues. In 22% of these meetings the participants sent three or more e-mails for every half an hour they spent sitting in the room.
3. Cresterea numarului de mesaje/emailuri la care e expus managerul:
These e-mails constitute the third form of clutter. Bain estimates that the number of external communications that managers receive has increased from about 1,000 a year in 1970 to around 30,000 today. Every message imposes a “time tax” on the people at either end of it; and these taxes can spiral out of control unless they are managed.
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