Managing Professionals
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Managing Professionals
Managing Professionals deals with the tensions between managers and professionals within organizations, such as hospitals, universities, banks and judicial organizations. Often managers rely heavily on the skills and expertise of the professionals in their organizations, yet these professionals consider management a source of bureaucracy and paperwork. This tension is explored head on in order to answer the question of how to manage an organization effectively. With numerous real-world examples, the book analyzes the problems and complexities of management in professional organizations and makes recommendations on how to manage professionals. The book focuses on a number of key issues, including: Management as a problem Management as a solution Knowledge and innovation Strategy Cooperation Performance Managing Professionals presents an empirical analysis of the problems and offers solutions to the tension between management and professionals and will be of interest to managers and to students of management, organizational behaviour and business administration.
Managing Professionals in Research and Development
Gives practical advice for enhancing the effectiveness and productivity of R & D units and teams. Guides managers in developing a leadership style that actively involves the professional in setting and working toward organizational as well as individual goals. Offers advice on ways to design R & D units to provide a sharp focus on goals as well as ensure vitality and effectiveness.
Managing Professionals? Don't!
Author: Martinus Cornelis Dirk Paul Weggeman
language: en
Publisher:
Release Date: 2014-05-22
The powerhouses of our companies today are made up of increasing numbers of professionals. The number of companies that would describe themselves as knowledge-intensive is also increasing - think of R&D labs, hi-tech, IT, media, business support, health and educational organizations. Managers tend to think that these new organizations and their staff must be managed like before. But to do so can create more problems than it might solve. Professionals are for the most part already motivated and do not need to be managed. They have studied many years to be able to do their job. Frustrating their enthusiasm by steering and controlling them can restrict their ability to perform to the best of their capability. In any such organization the avoidance of forms, meaningless report writing, and restrictive rules and procedures, will lead to much greater productivity and improved quality. Professionals should be trusted in advance and given room to exercise their discipline at a state of the art level. This book is about the new "servant leadership" the kind of leadership required for these companies. It explains the characteristics and peculiarities of professionals in the workplace. It emphasizes that their most important production factor is their knowledge, and their most difficult task is innovation. The role of the manager is to create the environment in which both of these traits can flourish, and thus to help professional organizations achieve their collective ambitions.
