Last week's 2006 London fashion week (London Fashion Week2006) London temporarily become a multi-billion dollar global scale fashion industry Center. To an outsider, it seems T station go soo may dazzle and a little confusing. What drives almost uninterrupted fashion change? who, and what determines our next year's dress? maybe we should try to understand a little more. All human activities will be subject to the influence of fashion, business and management is no exception. We may try to make myself believe that management is kind of rational behavior — managers identify problems, assessment options and pick the option that best fits your needs. The contrary. As a long-time sometimes short skirt, how to manage a range of new and old ideas are constantly sway.
For managers, the trick is to understand what ideas would become a "classic", can be used over and over again, what concept pan, will soon disappear.
If you manage a fashion week? if so, what are the leadership of this topic, in all likelihood will be this year's T Taixiu occupy the blatant location. Leadership is very "in". Last year, the only Harvard Business Review (Harvard Business Review) are published at least 12 articles related articles.
But leadership never really obsolete. It's position in the business, the equivalent of a woman in a black dress wardrobes: essential, very practical and simple too confusing. Every few years, especially when those management guru scraping, leadership regained importance not surprising. Management of other more frequently ephemeral fashion. Now does anyone remember cubeddu (Bedaux) units, methods to measure time (Methods-Time Measurement), 7-S framework (SevenS Framework), decomposing action (Therbligs), necessary disintegration (necessary disorganisation), 14 (14steps) these concepts? who still read the who moved my cheese (Who Moved MyCheese)? stream Manager to distinguish between management in really good new ideas and fad is not easy, because they are often the same as the source.
Relevant in a particular area of performance improvements initiated a thorough, someone's point of view is relatively simple. In their view, this argument can be copied and used for other enterprises. Books and articles have appeared, also organized the seminar. Some well-known CEO openly support this view. Trends in this formation, the idea itself gained momentum.
Manager suddenly felt the pressure to accept this point of view, not because the analysis indicates that this may be beneficial to the enterprise, but rather because of peer pressure. The Manager gave rational behavior and completely following the crowd, they are obviously very at ease, because they know that even if everything is wrong, at least they are not the only people who do wrong. Business process reengineering (BPR) is a famous example. Business process reengineering a start is to improve process efficiency. It seems to work, the excited consultants and executives on eulogizing for it. Before long, business process reengineering is blooming. Business process reengineering of co-founder Michael-Hanmer (MichaelHammer) is described as having "reversing the potential of the industrial revolution", claiming that it will change the Organization and staff to form a new workplace. 1993 "Fortune" (Fortune) magazine article, business process reengineering is described as "the hottest management trend." However a few years, business process reengineering is almost disappeared, its founder denied it, and it is derogatory to a concept.
Business process reengineering from efficiency principles into the dismissal of the tool. When efficiency needs are met, the layoffs are always inevitable, but some companies will even further, to completely and business process reengineering unrelated reasons to abolish the whole team. At least some following the crowd the Manager, not in any meaningful reasons for doing so. They are simply following the crowd.
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