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What is your management model?. Jlian Birkinshaw Jules Goddard / MITSloan / 2009. 목차. 1. IT doesn’t matter?. 2. Vanishing Advantage. 3. The Commoditization of IT. 4. From offense to Defense. 5. Does IT matter?. 1. What is your management model?.

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What is your management model?


Jules Goddard

/MITSloan / 2009



IT doesn’t matter?


Vanishing Advantage


The Commoditization of IT


From offense to Defense


Does IT matter?

1. What is your management model?

Peter Drucker – analysis of a company’s business model.

Assumption about the environment of the organization

The specific mission of the organization

Core competencies needed to accomplish the organization’s mission

2. What we are talking about

A management model is the choices made by a company’s top executives regarding how the define objectives, motivate effort, coordinate activities and allocate resources.

How they define the work of management.

Happy Computer, Topcoder have made conscious and unusual choices about how to set objectives, motivate people and coordinate work and those choices have in turn had a dramatic impact on the quality, responsiveness and cost of the services they off

3. Diagnosing the principles of management

Choices about the nature of the objectives the company pursues.

Choices about how individuals are motivated to pursue these objectives.

Choice about how activities are coordinated in the company.

Choices about how decisions are made in the company

4. Managing Objectives

Managers define a clear set of targets for their team and a time frame in which those targets could be achieved.

Goal setting and obliquity both have their places in the modern company

Oblique principle is likely to be more effective.

5. Motivating individual

Theory X was built on the assumption that workers are inherently lazy and require extrinsic rewards, principally money

Theory Y was built on the assumption that workers are ambitious, self- motivate and value intrinsic rewards

The balance between intrinsic and extrinsic rewards quite dramatically.

5. Coordinating activities

Most large companies are bureaucracies – they apply formal regulationsand structures to ensure conformity of behavior and to generate consistent output

Bureaucracy is a sound principle as long as the goal of the organization are efficiency quality and waste reduction

6. Making decision

A large number of people can produce more accurate forecasts and better decisions than those of a small number of expert.

Strategic planning to resource allocation to career planning all build on a presumption that those at the top of the hierarchy have expertise

7. Using the frameworks to make explicit management choices

The planning model

The quest model

The scientific model

The discovery model