Managerial Revolution

Author: Yoshio Hatakeyama
Publisher:
Publish Date: 2004-04-01
Features: In today's rapidly changing era, managers in all types of organizations—such as businesses, government agencies, schools, hospitals, and associations—must reevaluate themselves and initiate a revolution in their own awareness and capabilities. Managers should leave behind at least one piece of work that can become the organization's "eternal asset" in each position they hold. To achieve this, managers must first excel in maintaining management, then mobilize subordinates, superiors, colleagues, and external stakeholders to implement reforms. Additionally, they must strive to create a work environment built on mutual trust, solidarity, and attractiveness, enabling everyone to improve their self-capabilities through work. Finally, managers must continuously undergo self-renewal and challenge higher goals. This book is undoubtedly a classic that propelled Japan's economic takeoff. Not only is it lively, easy to understand, inspiring, and actionable, but each chapter also includes self-assessment tools to help readers identify and correct their shortcomings at any time during the reading process, thereby rapidly elevating their skills. In today's rapidly changing era, managers in all types of organizations—such as businesses, government agencies, schools, hospitals, and associations—must reevaluate themselves and initiate a revolution in their own awareness and capabilities. Managers should leave behind at least one piece of work that can become the organization's "eternal asset" in each position they hold. To achieve this, managers must first excel in maintaining management, then mobilize subordinates, superiors, colleagues, and external stakeholders to implement reforms. Additionally, they must strive to create a work environment built on mutual trust, solidarity, and attractiveness, enabling everyone to improve their self-capabilities through work. Finally, managers must continuously undergo self-renewal and challenge higher goals.