Becoming A Better Boss: Why Good Management is So Difficult

Becoming A Better Boss: Why Good Management is So Difficult

by Julian Birkinshaw


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Becoming A Better Boss: Why Good Management is So Difficult by Julian Birkinshaw

An employee's-eye view of what makes a great boss—and howyou can become one

Whereas most books on managing people approach the subject fromthe perspective of a manager of an idealised organisation,Becoming a Better Boss takes a real-world approach, lookingat the topic from the perspective of an employee in a real-worldorganisation—dysfunctions, warts, and all. Focusing on thechoices individual employees make every day in getting work done,this book reinvents the practice of management one employee at atime.

Author Julian Birkinshaw stresses the importance of takingmanagement seriously, reveals where management practice often goeswrong, and dives deeply into the worldview of employees. He thenexplores the common personal biases and frailties of managers anddiscusses the vital importance of experimentation to overcome thelimitations and idiosyncrasies of a particular organisation.Throughout, he supports his assertions with case studies from awide and varying range of management experiments and situations atreal companies.

  • Written by a leading authority on strategy, management, andinnovation who is also the author of eleven books, includingReinventing Management
  • Introduces a new approach to management focused on realemployees and actual situations
  • Includes case studies from real organisations

Between the stress of deadlines and the demands of today'sbusiness environment, it's easy for managers to lose sight of theimportance of people management. Becoming a Better Boss notonly shows managers how to lead effectively, but why doing so isvitally important to every organisation's success.

Product Details

ISBN-13: 9781118645468
Publisher: Wiley
Publication date: 09/23/2013
Pages: 176
Sales rank: 741,260
Product dimensions: 6.20(w) x 9.00(h) x 0.90(d)

About the Author

Julian Birkinshaw is Professor and Chair of Strategy andEntrepreneurship at the London Business School.  He has PhDand MBA degrees in Business from the Richard Ivey School ofBusiness, University of Western Ontario, and a BSc (Hons) from theUniversity of Durham. He was awarded an Honorary Doctorate by theStockholm School of Economics, 2009. 

Professor Birkinshaw’s main area of expertise is in thestrategy and management of large multinational corporations, and onsuch specific issues as corporate entrepreneurship, innovation,subsidiary–headquarters relationship, knowledge management,network organizations, and global customer management. He is theauthor of eleven other books, including Reinventing Management:Smarter Choices for Getting Work Done (Revised and UpdatedEdition 2012), Giant Steps in Management (2007),Inventuring: Why Big Companies Must Think Small (2003),Leadership the Sven-Goran Eriksson Way (2002) andEntrepreneurship in the Global Firm (2001), and over seventyarticles in such journals as Harvard Business Review,Sloan Management Review, Strategy Management Journaland Academy of Management Journal. He is active as aconsultant and executive educator to many large companies,including Rio Tinto, SAP, GSK, ABB, Ericsson, Kone, Petrofac, WPP,Bombardier, Sara Lee, HSBC, Akzo Nobel, Roche, Thyssen Krupp, UBS,PWC, Coloplast, BBC, Unilever and Novo Nordisk.

In 1998 the leading British Management magazine ManagementToday profiled Professor Birkinshaw as one of six of the“Next Generation of Management Gurus”. He is regularlyquoted in international media outlets, including CNN, BBC, TheEconomist, the Wall Street Journal, and TheTimes. He speaks regularly at business conferences in the UK,Europe, North America and Australia.

Professor Birkinshaw is co-founder with best-selling author GaryHamel of the Management Innovation Lab (MLab), a unique partnershipbetween academia and business that is seeking to accelerate theevolution of management.

Table of Contents

Preface ix

Acknowledgments xiii

Introduction xv

1 Why Management Matters 1

2 So What Is Good Management Really? 17

3 Getting Inside the Minds of Your Employees: What Makes Them Tick? 35

4 Seeing the World Through the Eyes of Your Employees 57

5 Doing What We Know We Should: Managing As an Unnatural Act 81

6 Experimentation: Functioning in a Broken System 107

7 The Future of Management? 129

Endnotes 143

Index 149

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