Name: Magandam, Rodabeh C.

Course/yr: BSAM3-B

Journal Title: Is the era of management over

I – Summary
The key management to get rid of the mangers, “Ricardo Semler” whose TED talk went viral,
introducing terms, industrial democracy and corporate re-engineering. Important to point out that
Mr. Semler an academic or an expert management theory. Perhaps it is time we redefine the
term “manager” and question whether the idea of management was inherited from the industrial
era. The world Bank estimates the size of the global workforce at about 3.5 billion people, the
vast majority of work involving human labor is still best carried out in a traditional organisational
structure. In a world of VUCA ( vocality, uncertainty, complexity and ambiguity), it teach
unicorns that will be the early adopters of a post hierarchical model. It is now impossible to build
enduring success without “ intrapreneurship” creating new ideas from within an organization.
The organisational dilemmas faced by ambitious disruptors, their human resources guru, Patty
McCord identified a problem that appears obvious in retrospect as business grow so does their
complexity. But that comes at a cost of shrinking talent density: the proportion of high
performers within an organization. The commentary on Netflix’s corporate culture often focuses
on its concrete HR policies, such as self allotted vacations and the absence of travel expense
reports. High business complexity need not be managed with standard processes and ever
growing rulebook. Patty McCord advocated the exact opposite limit the tyranny of procedures
bring on board high performers and let them self manage in environment of maximum flexibility.
Today we define management as the process of dealing with controlling things or people.
Controlling things no longer appears plausible and controlling people is downright
counterproductive. Having smart people tell landowners what to do in pre industrial society
would not have led to better economic outcomes. The second fundamental shift we see now is
that a strategy of making a plan and then executing it is no longer viable. The bottom line is that
the hierarchical management mode is no longer suited for the challenges of the modern
economy. Contextual awareness, peripheral vision, design thinking and a multi-disciplinary approach –
these are all terms that are trending in modern office-speak. And deservedly so. A project-based and
titles-free organization — where yesterday’s team member is today’s team lead — can deliver the
flexibility and agility that businesses yearn for. “Context Curator” is the term I’d like to introduce to the
business dictionary. To lead a project is not to assign tasks and monitor performance, but to empower,
to define the broader context, and to organically link the work of one team with the rest of the business.
Following the example of Netflix and striving for higher talent density is only half the battle. Curating the
context in which high performers can excel – rather than attempting to manage them – is the key to
unleashing their full potential.

II – Insights
My insights and this activity are how to be a successful in a business and how to handle the
business and also how to deal it and control the management process. In business there are
many strategies that we can do, and how to start a small business into a big business.
Journal Title: With Goals, Fast Beats Smart
I – Summary

To execute strategy, leaders must set ambitious targets, translate them into specific metrics and
milestones, make them transparent throughout the organization, and discuss progress frequently. In
1954, management guru Peter Drucker introduced “management by objectives,” an approach where
employees would agree with their boss on a set of goals and work toward achieving those objectives
When it comes to setting goals, most managers follow a well-established set of practices. They hold one-
on-one meetings with their subordinates to set goals, and then they review performance against those
objectives at year end and link their appraisal to promotion and bonus decisions. These same managers
aspire to make their goals SMART, by ensuring they are specific, measurable, achievable, realistic, and
time-bound. The conventional wisdom of goal setting is so deeply ingrained that managers rarely stop to
ask a fundamental question — does it work? The traditional approach to goals — the annual cycle,
privately set and reviewed goals, and a strong linkage to incentives — can actually undermine the
alignment, coordination, and agility that’s needed for a company to execute its strategy. Goals can drive
strategy execution but only when they are aligned with strategic priorities, account for critical
interdependencies across silos, and enable course corrections as circumstances change. If these
conditions aren’t met, every employee could achieve their individual goals, but the organization as a
whole could still fail to execute its strategy. According to conventional wisdom, goals should be specific,
measurable, achievable, realistic, and time-bound. But SMART goals undervalue ambition, focus
narrowly on individual performance, and ignore the importance of discussing goals throughout the year.
To drive strategy execution, leaders should instead set goals that are FAST — frequently discussed,
ambitious, specific, and transparent. FAST goals help organizations improve along multiple dimensions
at the same time. By making goals transparent, for example, companies enable employees to align their
activities with corporate strategy and to coordinate more effectively across silos. What’s more, FAST
goals work well across a wide range of industries. Making goals public can boost performance by
introducing peer pressure, showing employees what level of performance is possible, and helping them
locate colleagues in similar situations who can provide advice on how they can do better. When
employees can see top-level goals, they can align their individual and team objectives with the
company’s overall direction. Clarity on how their work contributes to the success of the organization as
a whole, moreover, is one of the top drivers of employee engagement. Sharing company goals publicly
cannot guarantee that employees will align their objectives to the company’s strategy. When goals are
kept private, employees are often in the dark about what people on other teams are doing. Many
companies rely on frequent meetings, highly structured processes, or frequent email blasts to make sure
employees’ goals align with the company’s strategic direction and the objectives of other parts of the
business. When goals are public, employees can connect the dots for themselves to see how their work
supports the strategy and colleagues in other teams. The discipline of translating goals into metrics and
milestones can enhance the performance of individuals or teams in several ways. For big-picture
thinkers, breaking goals into concrete tasks and metrics helps them think through the details of how to
achieve their objectives. Ambition is fiendishly difficult to measure. You can usually observe only what
was achieved not what was possible. We have used multiple measures to estimate organizational
ambition, and all point in the same direction — the typical company should focus on setting more
ambitious goals.
II – Insights

My insights this activity are leaders must set ambitious targets, translate them into specific metrics. In
being a leaders we must encounter a lot of strategy in doing things. We must set goals as managers
because that is the way that bring to us in success. Goals give to us to achieve and measure our
perception in every individual of us. But SMART goals undervalue ambition that focus on individual
performance and ignore the importance of discussing goals throughout the year. Strategy execution,
leaders should instead set goals that are fast – frequently discussed ambitious specific and transparent
fast goals help organization improve along public can boost performance by introducing peer, pressure
showing employees what level of performance is possible. The power of specific, ambitious goals to
improve the performance of individuals and teams is one of the documented finding in organizational
psychology. Ambition is fiendishly difficult to measure. You an usually observe only what was achieved
not what was possible. Goals are a powerful tool to drive strategy execution to harness their potential
leaders must move beyond the conventional wisdom of smart goals.