Management Has Its Own Revolution


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According to a recent Gallup poll, only 1 out of 10 employees feels “engaged” within their company. Is this the failure of management? How can we explain this disconnection between companies and society? The crisis has certainly had an impact as employees have changed faster than their companies. In the opinion of two experts, Tammy Erickson and Eric Albert, the very operating process of companies is in system failure. We explore what concrete methods and revolutionary managerial techniques have been implemented by Google, Richards Group, Sol, and FAVI. Welcome to new management.
Video Segments
Problems With Management (04:10)
The Gallup research organization found that only one in ten employees is engaged in their work. Psychiatrist Eric Albert argues that companies are struggling to adjust to society’s needs, focusing on individual performance and vertical organization, but failing to encourage initiative. Tammy Erickson explains that the authoritative management style is unpopular with young people who seek a more collaborative workplace.

Management at Google (05:36)
After an investigation into the necessity of managers, the founders of Google decided to keep managers but limit their number and authority. Dorothee Burkel of Google France explains that an engineering environment benefits from freedom and autonomy. Giving employees freedom to change teams, initiate innovation, and collaborate on projects has led to many groundbreaking developments at Google.

Hierarchy at The Richards Group (05:09)
In Dallas, Texas, one of the largest advertising agencies gives little privilege to management and benefits from minimal hierarchy. Stan Richards explains how he has ensured transparency, collaboration, and respect by eliminating doors and fancy offices. Without multiple management levels, employees focus on their work instead of personal promotion.

Trust in Employees at Sol (06:57)
Liisa Joronen transformed her family’s cleaning business by changing management methods and introducing customer evaluation. Cleaning teams work without a manager present, so they have the freedom to make decisions and delegate tasks as a team; a results tree displays detailed work evaluations publicly in the workplace. Managers focus on business development rather than supervision.

No Managers at FAVI (04:12)
At FAVI automotive parts factory, the lack of management serves to increase productivity. Leader Jean-Francois Zobrist argues that focusing on employee well-being and customer happiness, rather than monetary results, is the key to success. Zobrist lectures business leaders on creating an environment of trust rather than control.

Credits: Management Has Its Own Revolution (00:35)

Grade: 6-8, 9-12

Management Has Its Own Revolution (DVD)
ISBN: 978-1-64347-308-6
© 2016
Time: 29 Minutes

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