by Phil Manington

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Books and articles

Maverick! The success story behind the world’s most unusual workplace

Ricardo Semler, published by Random House Business Books (reissue edition) in 2001, 332 pages

This is the fascinating story of a man who took over his father’s small traditional engineering company and transformed it into a highly successful organisation with an international reputation, using innovative and unusual techniques that seem to fly in the face of much conventional management wisdom.

Moments of truth

Jan Carlzon, published by HarperCollins, October 1989, 160 pages

Another inspiring story of how a failing organisation was turned around by a man with a clear vision of what he wanted to achieve and the courage to believe that his employees could deliver if he gave them the freedom to express themselves.

Empowerment takes more than a minute

Ken Blanchard, published by Berrett-Koehler, December 2001, 145 pages

This easy read and it’s companion ‘how-to’ book provide lots of useful suggestions and ideas for developing your leadership style to encourage empowered behaviour.

The one minute manager

Kenneth H Blanchard and Spencer Johnson, published by HarperCollins Entertainment, July 2000, 112 pages

This is a short, easy-to-read book that gives useful advice for new managers. It discusses three key secrets to successful management: How to set goals, how to praise people and how to reprimand them.

Flight of the buffalo

James A Belasco and Ralph C Stayer, published by Little, Brown and Company, June 1995, 356 pages

This book describes how organisations can change their management styles from managing to full team participation and is based on the experiences of Stayer as CEO of Johnsonville Sausage.

The authors argue that traditionally managed organisations are like a herd of buffalo, where the buffalo will always follow the leader without thought – even to the point of waiting to be killed themselves if the leader is shot. They recommend becoming more like a flock of geese, who rotate leadership regularly and frequently, enabling each member to be responsible for the appropriate course and direction of the team, and allowing each to rest and recuperate from the additional work of leading the flight. It has lots of examples and checklists to explain how to make the changes from hierarchical to team-based management.


You can also contact the author directly: Phil Manington