By Rosemary Stewart (auth.)
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11. G. Morgan, Images of Organization (Beverly Hills: Sage, 1986). 12. Kast and Rosenzweig, Organisation and Management p. 452. 13. T. J. Peters and R. H. Waterman, Jr, In Search of Excellence: Lessons from America's Best-Run Companies (New York: Harper & Row, 1982. 14. Peter Thompson, Sharing the Success: The Story of NFC (London: Collins, 1990). 3 Managing Other People Chapter 3 reviews briefly what is known about how to manage others effectively, so as to help the managerial reader to become (even) better at doing so, and to give students an overview of what is so important about 'people management'.
15. 16. 21 Rosemary Stewart, Contrasts in Management (Maidenhead, Berkshire: McGraw-Hill, 1976) pp. 94-5. Robert H. Doktor, 'Asian and American CEOs: A Comparative Study', Organizational Dynamics (Winter 1990) pp. 46-56. Leonard Sayles, Managerial Behavior (New York: McGraw-Hill 1964) and J. Kotter, The General Managers (New York: Free Press, 1982). Kotter, The General Managers, pp. 69-70. Sayles, Managerial Behavior, p. 141. Linda A. Hill, Becoming a Manager: The Transformation from Individual Contributor to Manager (Cambridge, MA: Harvard University Press, 1991).
Then the aim must be to encourage voluntary coordination: an important and difficult problem for the manager. It is less difficult if people recognize the need for coordination but professionals, especially, may not think like that. Often some unfortunate is given the task of promoting coordination; it is a job requiring considerable diplomatic skill as well as an understanding of the different parts of the organization that need to coordinate their activities. The desire to direct yourself, as professionals commonly do, has both a great advantage and a great disadvantage for effective working in organizations.