Background
Sayles, Leonard Robert was born on April 30, 1926 in Rochester, New York, United States. Son of Robert and Rose (Sklof) Sayles.
http://www.amazon.com/gp/product/B0006AYYOC/?tag=2022091-20
(Great managing book!)
Great managing book!
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(McGraw-Hill 1963 hardcover with dj 200pp.)
McGraw-Hill 1963 hardcover with dj 200pp.
http://www.amazon.com/gp/product/B0006D6AJQ/?tag=2022091-20
( Managing Large Systems examines a range of human, organ...)
Managing Large Systems examines a range of human, organizational, and managerial challenges associated with large systems. Special attention is given to the behavioral relationships among scientists and engineers, business and technical managers, sponsor organizations and their contractors, business and government officials, and line and functional managers. The descriptions of problems of technical organization and performance motivation are based primarily on an extended field study of the National Aeronautics and Space Administration. Managing Large Systems includes a description of the unique management system developed by NASA under the leadership of James Webb that many believe was responsible for their extraordinary technological achievements that culminated in the first moon landing. Parallels are drawn to other large-scale technology programs in aerospace and atomic energy. The authors find traditional managerial principles regarding controls, incentive systems, and planning to be inadequate in the context of large systems. They look to organizational clusters to manage future projects in advanced technological areas and in public sectors such as urban development, massive medical programs, and ecological improvements.
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(Financial scandals aren't unknown in US business history,...)
Financial scandals aren't unknown in US business history, but today's growing problem of executive excesses and self serving behavior is unprecedented in both its persistence and pervasiveness. Executives continue to plunder their companies and rip off their stockholders. This book reveals the true breadth and depth of corporate corruption -- including flagrant new cases that haven't received the publicity they deserve. More important, it answers the questions that matter most: Why now? And how can we stop it? Sayles is one the world's most honored management experts. As in-house corporate anthropologist at Arthur Andersen, Smith had a unique vantage point on the cultural changes that led to Andersen's collapse. Together, they identify powerful forces that cut across management, finance, the economy, politics, even psychology. Along the way, they identify rarely-discussed contributing factors such as the consulting boom, new technologies used by accounting and auditing professionals, the transformation of b-schools, journalism, and the media in general. This book addresses both criminal activity and the not-quite-illegal abuses that are now endemic in the executive suite -- abuses that challenge the underpinnings of capitalism. Its deep insights will help both leaders and citizens understand exactly what's happened and what is needed to stem the tide of destructive behavior.
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(One of the fastest growing industries in America is the o...)
One of the fastest growing industries in America is the outsourcing of information systems, with huge and small companies alike employing contractors to manage their powerful information networks. But how effective is it for executives to hire outsourcers to administer the complicated information systems that are so critical to today's organizations? As Kathy M. Ripin and Leonard R. Sayles point out, what may seem to executives like the proverbial free lunch--outside experts taking responsibility for the endless vexations associated with information systems management--is far from free. Often, new systems that are supposed to respond effortlessly to managerial commands are over-priced, clumsy, and sometimes useless. Insider Strategies for Outsourcing Information Systems offers executives and managers experience-based guidelines that will enable them to avoid the seductive myths and illusions that distort contractor selection and new system planning decisions. At the heart of the book are three extended cases studies--a famous specialty retailer, a financial services company, and a European telecom company--that highlight the most frequent sources of new system failure, as well as how a client's measured involvement in the process of fine-tuning a new system can bring superb results. In clear and precise language, Ripin and Sayles make explicit the skills and solutions that have proven effective in outsourcing a wide variety information systems, from new application software to enterprise-wide networks. Today, insatiable corporate expectations, an unforgiving stock market, and a brutal global economy have made it imperative that managers at all levels effectively administer their information networks. Insider Strategies for Outsourcing Information Systems is the book that will help them insure that their businesses survive--and thrive--in the information age.
http://www.amazon.com/gp/product/0195125665/?tag=2022091-20
(Schooled to oversee fixed, almost unvarying routines, man...)
Schooled to oversee fixed, almost unvarying routines, managers today are unprepared to manage the conflicts in modern work flow relationships. The demand for more and quicker responsiveness to customers, market, product, and process changes means there are few "routine" technologies left to manage. The modern line manager, according to Sayles, must be a "working leader," managing work flow relationships on the boundaries between jobs, functions, departments; making things "work" through trade-offs with superiors and peers. The working leader has an agenda, knows the system inside out, is comfortable with fluidity, and recognizes that the parts do not always fit into an integrated whole. The recent emphasis on "core competencies" and "operating capabilities" as keys to competitive advantage represents a radical shift away from the presumption that business leadership is primarily about strategic decisions. Corporate success, Sayles insists, now depends upon execution, implementation, and expertise. In the past managers presumed that work systems were programmed to be efficient; now astute managers recognize that extraordinary efforts are required to attain and maintain effective operations. Sayles shows with vivid case studies how middle managers with an in-depth understanding of the organization can resolve the inherent contradictions and ambiguities among design, sales, and manufacturing. He also shows that while many companies are instilling "customer consciousness" and "quality consciousness" as compartmentalized activities, "effective" management of work systems automatically leads to high performance in quality, efficiency, and service. By facilitating high performance,hands on working leaders can increase the sense of responsibility and motivation of subordinates. Finding solutions to inconsistencies and dilemmas in work systems forces managers to become real leaders. Checking the interfaces and making modifications where necessary -- managing on the boundaries -- are core competencies for the working leader.
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(A study of the workload and the working methods of managi...)
A study of the workload and the working methods of managing directors.
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consultant Management educator
Sayles, Leonard Robert was born on April 30, 1926 in Rochester, New York, United States. Son of Robert and Rose (Sklof) Sayles.
Bachelor with highest distinction, University Rochester, 1946. Doctor of Philosophy in Economics and Social Science, Massachusetts Institute of Technology, 1950.
Assistant professor, Cornell Univercity, 1950-1953; Assistant professor, University of Michigan, 1953-1956; professor emeritus, Graduate School Business Administration, Columbia University, 1956-1991; professor business administration, Graduate School Business Administration, Columbia University, since 1962; head division industrial relations and organizational behavior, Graduate School Business Administration, Columbia University, 1960-1972; adviser to administrator, National Aeronautics and Space Administration, 1966-1971; senior research scientist, Center for Creative Leadership, Greensboro, North Carolina, 1988-1994. Distinguished visiting lecturer McGill University, 1974. Board of Governors Center for Creative Leadership, 1984-1988.
(One of the fastest growing industries in America is the o...)
(Financial scandals aren't unknown in US business history,...)
(Schooled to oversee fixed, almost unvarying routines, man...)
( Managing Large Systems examines a range of human, organ...)
(A study of the workload and the working methods of managi...)
(McGraw-Hill 1963 hardcover with dj 200pp.)
(Great managing book!)
Trustee Seacrest School, 1996-1997. Fellow American Anthropol. Association; member Phi Beta Kappa. M C.
Married Kathy Ripin; children: Robert, Emily.
