management - Concepts

Explore concepts tagged with "management"

Total concepts: 39

Concepts

Visual Management - Using visual displays to communicate status, progress, and standards at a glance.
Situational Leadership - Adapting leadership style based on the development level and needs of each team member.
Host Leadership - A leadership approach where leaders act as hosts who prepare the space, invite participation, and step back to let teams work autonomously while retaining authority to intervene.
Span of Control - The number of subordinates a manager can effectively supervise, typically ranging from 3 to 15 depending on context.
One-on-One Meetings - Regular private meetings between managers and direct reports for relationship building and support.
Delegation Poker - A Management 3.0 card game where teams collaboratively decide the appropriate delegation level for decisions and tasks.
Incident Response - The organized approach to detecting, containing, and recovering from security breaches.
Progress Principle - The finding that making meaningful progress in work is the single most important factor in boosting motivation and engagement.
Decision-Making Power - The authority and ability to make choices that affect outcomes within organizations and systems.
Take Blame, Distribute Praise - A leadership principle where you absorb responsibility for failures and share credit for successes with your team.
Operating Rhythm - Recurring patterns of meetings, reviews, and activities that drive organizational execution.
Delegation Board - A visual management tool that maps delegation levels for different decision areas, making authority boundaries transparent.
Egotistical Structure - An organizational design where power, decision-making, and control are concentrated around a single founder or leader, creating dependency on one person.
Performance Reviews - Formal assessments of employee performance, typically conducted annually or semi-annually.
Servant Leadership - A leadership philosophy prioritizing service to team members and enabling their growth and success.
Six Sigma - A data-driven methodology for eliminating defects and reducing process variation to achieve near-perfect quality.
Micromanagement - Excessive control over details and decisions that should be delegated.
Theory of Constraints - A management philosophy that identifies the most critical limiting factor (constraint) in a system and systematically improves it.
Leaders vs Bosses - The key distinction between leaders and bosses lies in working with versus working for - leaders collaborate alongside their team while bosses direct from above.
KPIs - Key Performance Indicators that measure progress toward important objectives.
OKRs - A goal-setting framework using Objectives and measurable Key Results.
Facilitative Leadership - A leadership style focused on guiding group processes and enabling collective decision-making rather than directing outcomes.
Lead and Lag Measures - The distinction between predictive metrics that drive future outcomes (lead) and retrospective metrics that measure past results (lag).
Sales Pipeline - A visual representation of where prospects are in the sales process and the expected revenue from each stage.
Subsidiarity - The principle that decisions should be made at the lowest competent organizational level, closest to those affected.
Quality Circle - A small group of workers who meet regularly to identify, analyze, and solve work-related problems.
Gemba Walk - The practice of going to where work actually happens to observe processes firsthand and identify improvement opportunities.
Value Stream Mapping - A lean technique for visualizing and analyzing the complete flow of materials and information needed to deliver a product or service.
Coaching Leadership - A leadership style focused on developing others through questions, feedback, and guided discovery.
Principal-Agent Problem - A conflict of interest that arises when one party (the agent) is empowered to act on behalf of another (the principal) but has different incentives and more information.
Extrinsic Incentive Bias - The tendency to believe that others are more motivated by external rewards like money and status than they actually are.
Delegation - The process of assigning responsibility and authority for tasks to others.
Leader vs Manager - The distinction between inspiring change and vision (leadership) versus organizing and executing (management).
Institutional Inertia - The tendency of organizations and institutions to resist change and continue operating according to established patterns, procedures, and power structures.
Skip-Level Meetings - Meetings between senior leaders and employees who don't report directly to them.
Knowledge Work Measurement - Approaches to evaluating the productivity and effectiveness of cognitive work.
Kaikaku - The Japanese concept of radical, transformative change applied in large leaps rather than the incremental steps of kaizen.
PDCA Cycle - A four-step iterative management method (Plan-Do-Check-Act) for continuous improvement of processes and products.
Stewardship Delegation - A delegation approach focused on desired results and boundaries rather than prescribing specific methods.

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