What Effective Managers Really Do

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An individual study on the article:


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MBA Public Governance 4 Management & Organization Dynamics Hugo Hendriks April 2004 Nijenrode University

Management & Organization Dynamics

April 9, 2004

What effective managers really do (Kotter, 1982)1
This paper is part of my exam of Management & Organization Dynamics at Nijenrode University. This paper starts with a summary of Kotters 1982 article What effective managers really do , by an experimental mind map (studying the background of this article, I ran in to the theory of mind mapping2 which I immediately would try to apply). After the summary I give my opinion on this article and try to adapt the
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I could conclude that the goals, which I set before, were in fact reached with less effort of myself. My employees reacted positively because they felt they got more attention. None of them mentioned the extra work which I shifted from my desk to theirs. I wonder if they continue to react this way if I work this way more often. (But I am certainly going to try it!) Span of control Three years ago my organization (City of Wijchen, The Netherlands) redesigned it s organization structure. The former structure consisted of a top management layer of a general manager and five sector managers. Each sector consisted of about five clusters, each managed by a cluster manager. Each cluster consisted of one or two teams, with a senior employee as a kind of coworking-foreman.

Figure 2: Organization structure (2001) Hugo Hendriks MBA PG 4 2

Management & Organization Dynamics

April 9, 2004

One of the goals of the reorganization was to cut a management layer. After the reorganization, the organization consists of a top management layer of a general manager accompanied by two managers. The assistant managers coach five department managers and play an important role in some major projects. The second management layer consists of ten department managers (figure 3 shows only five of them). Each department consists of about twenty to thirty employees, grouped in three or four teams.

Figure 3:

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