Managing By System The Professional Way

About the Book

Synopsis

The basic premise in Zvi Shani’s new book “Managing By System The Professional Way “ is that management is overwhelmingly a science and, therefore, can be viewed as a totally integrated system. That view provides the base for building publicly accepted bodies of knowledge, which can serve as a foundation for teaching, indoctrinating and certifying truly professional managers. The book was written for managers who desire to build a highly responsive yet relaxed corporate culture where people are competent and confident in whatever they are doing, having a clear sense of purpose and direction, and feeling secure about their roles.

Description

Consensus long ago stated that management is both an art and an imperfect science. Translating this statement into more concrete terms managers face tasks that require both routine and creative responses. A task is defined as a demand to carry out a specific unit of work. Routine responses belong to the scientific part and the creative ones - to the art part of management. It is the ultimate purpose of this book to bring forth bodies of knowledge, which would serve as the scientific part of management and pave the way for the education, indoctrination and certification of truly professional managers.

A manufacturing company is a constant bustle of human activity. To the untrained eye, the company may appear to be teetering on the chaotic in a highly complex arena. Actually, though, the vast majority of any company’s systems activities are predictable and repetitive. They can best be understood when viewed as a part of a wholly integrated company system.

This is a “how-to” book written for managers who desire to build a highly responsive yet relaxed corporate culture where people are competent and confident in whatever they are doing; have a clear sense of purpose and direction; and feel secure. To attain that goal these managers are willing to personally gain knowledge about the best ways of managing their operational and management systems and developing subordinates.

The first part of the book describes a series of universal events each fledgling company experiences as it is involved in the organization and maintenance of its operational and management systems. Those events lay the foundation for the organizational work essential for the company’s perpetuation and success.

The second part of the book develops bodies of knowledge to be acquired by managers. It is a treatise covering theoretical and practical sides of a manufacturing company. The theoretical side entails two distinct major systems structures. The first houses all company employees, stratified according to their skills. Skills, the common denominator, are organized into specialties and incorporated into organizational entities known as functions. A function is assigned a dedicated manager. All company functions together form the company’s functional organization structure.

The other distinct major theoretical structure represents people’s work as they are engaged in their operational and management activities. The reader is guided through a maze of myriad systems set-ups. Managers can use this information in their selection of systems as they formally organize and update them. The practical side of a manufacturing company system develops a comprehensive step-by-step program for the management of systems. From here managers can embark on targeted systems organization projects.

The third part of the book presents a group of systems designed for managers who desire to personally develop subordinates. Once managers learn the intricacies involved in these systems and become proficient in their use, they are better able to develop subordinates into successful practitioners. They become disciplined and skilled in delegation of authority, follow-up of ta