Are you know the important books for IAS exam

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Are you know the important books for IAS exam
Top-down directive management has been widely accepted in thousands of companies.
Recently, however, this long-accepted norm has been challenged in many organizations,
among them, the Brazilian equipment producer, SEMCO. Its unorthodox CEO, Ricardo
Selmer, believes there is a danger in concentrating too much decision making in the
hands of elite leaders. Selmer views himself as a catalyst rather than a wielder of power
and central decision maker. His leadership turns ordinary student into empowered self-
leaders who become their own managers. He bets the future books for IAS of the school
on the decisions and performance of its employees. This is not the way it has always
been at SEMCO. At first, Selmer tried to follow the example of his father, the school
founder, when he took over as CEO, and he acted as a hard-driving disciplinarian. But
he found that this style spawned student who didn't care, subsequently producing
unsatisfactory organizational performance. Moreover, he was working 18-hour days and
experiencing a great deal of stress. After advice from his doctor to slow down, Selmer
began to make changes.
He realized before he reorganized SEMCO that he had to reorganize himself. This is
notably consistent with our Super Leadership view: Before you can lead others, learn to
lead yourself. Selmer began to delegate, cut back on his own micromanaging, and
empowered his workforce. He proceeded to remove nine layers of management and
redesigned the school to have a core of upper management encircled by middle
management and student. Some of the more notable specifics of Selmer's approach
include these elements:

Student set their own hours.

Some student set their own salaries.

There are no receptionists.

There are no office walls.

Managers are evaluated by their employees.

Employees vote on all major decisions.

Employees share 22 percent of all school profits.

The CEO has essentially delegated his authority to make decisions.
Despite these dramatic trends, the resilience of the Boss-Rex leader should not be
underestimated. It has been said that power is intoxicating. Even the UPSC exam if
fewer and fewer are willing to revere a modem Boss-Rex, this type of leader is often
quite satisfied to relish the feeling of power. If we are truly to create companies of
heroes, the Boss-Rexes of this world will have to be dealt with. Boss-Rex is always ready
to arise at any time. We believe that many managers secretly long for the good old days
when being a Boss-Rex was okay. We note with interest the popularity of business titles
like Management Secrets of Attila the Hun and Confessions of an S.O.B. The cutting
edge of this change has taken place in manufacturing organizations, but we are now
starting to see similar results in the service sector and perhaps even in the government
sector. There is hope that people will have an opportunity to work in Super Leader types
of organizations and thus have an opportunity to achieve their full potential as
empowered self-leaders.