By Gerald Kraines
Responsibility management is greater than a conceptual treatment....It is a realistic process, with nice instruments, to spot and increase impressive leaders and to create an organizational constitution and tactics that advertise responsibility and function. It demystifies the idea of management with a collection of rules which are transparent and easy to enforce.
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Extra resources for Accountability Leadership
Like all despotic bosses, Harry displayed little interest in having his subordinates exercise judgment. Though he achieved a high degree of success in his years at Columbia, it is clear he could have been far more successful had he done so. Many managers today, unfortunately, share Harry Cohn’s misunderstanding about work and what constitutes effective working—despite decades of purportedly enlightened management thinking. In today’s world, getting all employees to add as much value as possible has become imperative.
The concepts of levels of complexity in organization, in work, and in thinking, used throughout this book, are taken from Jaques, Requisite Organization. They are also taken from Elliott Jaques and Kathryn Cason, Human Capablity. 3 Setting context, as used throughout the book, is from Jaques, Requisite Organization, p. 99. 4 Harry Levinson (with Charlton R. Price, Kenneth J. Munden, Harold J. Mandl, and Charles M. Solley), Men, Management, and Mental Health, p. 22. 5 Jaques and Cason, Human Capability.
This is what I call a person’s force of logic. This force is the basis of human work. The force behind this logic is literally the ability to make and apply connections when trying to figure something out. Those possessing the mental force or horsepower to work at a level higher than others do so by making more complex connections between things and applying those connections when working on and solving problems. How can we gain access to and calibrate our impressions of how bright or capable someone is in making these connections?