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    The Manager's Kitbag: New Words for Old Ideas
    The Manager's Kitbag: New Words for Old Ideas
    The Manager's Kitbag: New Words for Old Ideas
    Ebook90 pages48 minutes

    The Manager's Kitbag: New Words for Old Ideas

    By Garth Holloway

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    About this ebook

    Garth Holloway has had twenty years of experience in helping businesses design and implement successful programs of change. While the first two books in this series focused more on the concepts behind change management, in this, his third and final book, he provides a range of practical tools and techniques for managers to use on a day-to-day basis, particularly when it comes to effecting change. In this collection of articles, Garth explains how to:
    Use an over-arching methodology, one that involves seven vital steps, for implementing change in your business.
    Use the simplest of techniques, drawing, to fully comprehend almost any kind of information and then present it to others.
    Uncover the many (and often confl icting) assumptions that underpin business strategy.
    Run a straightforward Business Process Reengineering workshop and subsequent program of improvement.
    Write a SWOT analysis that is presented in context.
    Focus on business outcomes rather than initiatives and understand why it is so important to "be where the ball is going, rather than where it is."
    How to prepare and administer a survey and avoid measuring what you cannot change
    Provide judgment support so that lower-level staff can make the right decisions, quickly.
    Guide your staff successfully through the final (and oft-forgotten stage) of a change program, the mourning period.

    LanguageEnglish
    PublisherXlibris AU
    Release dateMar 13, 2014
    ISBN9781493135233
    The Manager's Kitbag: New Words for Old Ideas
    Author

    Garth Holloway

    I do not require a website.

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      Book preview

      The Manager's Kitbag - Garth Holloway

      cover.jpg

      Copyright © 2014 by Garth Holloway.

      ISBN: Softcover 978-1-4931-3522-6

      eBook 978-1-4931-3523-3

      All rights reserved; subject to; Garth Holloway claims no copyright over any material including images referenced to third parties. In this case copyright is retained by the owner of the material.

      For the avoidance of doubt, you must not edit or change or transform any of the material (in any form or media) without Garth Holloway’s prior written permission.

      Permissions

      You may request permission to use the copyright materials by writing to Garth Holloway by email at garthh@sixfoot4.com.au.

      Infringing material

      If you become aware of any material in this book that you believe infringes your or any other person’s copyright, please report this by email to garthh@sixfoot4.com.au.

      Rev. date: 03/10/2014

      To order additional copies of this book, contact:

      Xlibris LLC

      1-800-455-039

      www.xlibris.com.au

      521984

      Contents

      Acknowledgements

      Dedication

      Preface

      Strategy Development Workshops

      Business Outcome Management

      Driving Change—A Methodology

      Process Reengineering

      Swatting the S.W.O.T.

      Draw the Picture

      Surveys and Diagnostics

      Judgement Support and Decision-making

      Saving the Team

      Acknowledgements

      With thanks to:

      Shamim Ur Rashid for the cover design;

      Victor-Adrain Cruceanu for the graphics;

      Stephany Aulenback for editing the book;

      Charles, Kailash, and Venkatesh for their friendship;

      and Russell Swanborough for informing so much of my foundation thinking; and finally Amit Kumar Das for his unbelievable inspiration.

      Dedication

      To my late father with all my love.

      Preface

      Thank you for taking the time to read some or all of the articles contained in this collection.

      This is the third in a series of three books. The first is a collection of longer articles on a selection of the common business concepts that a manager may be expected to encounter throughout the various stages of their career. The second is dedicated to the discipline of change management while this book is intended to be more practical and provides a range of tools and techniques for the manager’s kitbag.

      Each chapter is written as a stand-alone article, which requires that a number of the central concepts are repeated in the different papers. This has been kept to a minimum but could not be completely avoided.

      Strategy Development Workshops

      This article covers the basics of developing a business strategy. My favourite maxim on strategy management is The bus that runs over the pedestrian is never the bus the pedestrian is watching. This maxim reinforces the point that the value of a business strategy is directly related to the assumptions that underpin it.

      When establishing a strategy, the first assumption is that the management team formulating the strategy all frame the conversation the same way. Invariably this is not the case and the book Reframing Organisations by Boleman and Deal describes this phenomenon very well.

      In their book, they describe four frames through which a manager can view the organisation and environment they work in.

      •  Thestructuralframe: a focus on how groups and teams are structured.

      •  Thehumanresourceframe: a focus on human resource management and positive interpersonal dynamics.

      •  Thepoliticalframe: a focus on power and conflict, coalitions and dealing with internal and external politics.

      •  Thesymbolicframe: a focus on organisational culture.

      Recognising that managers may not be aware that they view the organisation differently as do their colleagues, it is important to agree the frame or frames the team will use through the strategy development process. It is acceptable that different managers explicitly adopt different frames to enrich the conversation and ensure groupthink is mitigated. It is only important that everyone knows which frame each person is using through the course of developing the strategy.

      The strategy management process is depicted as follows:

      image1.jpg

      Simplistically, the purpose of a strategy workshop or process is to answer five questions:

      1.  What business are we in?

      a.  What is the corporate culture?

      b.  What is the risk appetite?

      2.  What is the endgame or, in other words, what does success look like?

      a.  Asset sale

      b.  Public listing

      c.  Family business hand-down

      d.  Stop investment and take the money in annual dividends.

      3.  Why will we

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