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    The document discusses the "myth of the supermanager", referring to an employee or owner with high skills and decision-making authority who takes on various roles in a company. It traces the history of this concept from the classical to modern periods. While having potential benefits like cost efficiency, the supermanager model also poses constraints like work overload and lack of expertise. The document argues this traditional practice is becoming less practical and feasible in the long run due to various contradictions, as most management consists of enabling people rather than making their work difficult. It provides examples of companies still employing this structure and concludes the supermanager approach provides only short term benefits and is becoming obsolete.

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    The document discusses the "myth of the supermanager", referring to an employee or owner with high skills and decision-making authority who takes on various roles in a company. It traces the history of this concept from the classical to modern periods. While having potential benefits like cost efficiency, the supermanager model also poses constraints like work overload and lack of expertise. The document argues this traditional practice is becoming less practical and feasible in the long run due to various contradictions, as most management consists of enabling people rather than making their work difficult. It provides examples of companies still employing this structure and concludes the supermanager approach provides only short term benefits and is becoming obsolete.

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    © All Rights Reserved
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    12 views18 pages

    Myth of The Supermanager

    Uploaded by

    shivanshu123
    The document discusses the "myth of the supermanager", referring to an employee or owner with high skills and decision-making authority who takes on various roles in a company. It traces the history of this concept from the classical to modern periods. While having potential benefits like cost efficiency, the supermanager model also poses constraints like work overload and lack of expertise. The document argues this traditional practice is becoming less practical and feasible in the long run due to various contradictions, as most management consists of enabling people rather than making their work difficult. It provides examples of companies still employing this structure and concludes the supermanager approach provides only short term benefits and is becoming obsolete.

    Copyright:

    © All Rights Reserved
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    of 18

    1

    MYTH OF THE
    SUPERMANAGER

    - BY ABHISHEK, KANISHKA & SACHIN.

    7/21/16 06:59:13 PM

    WELCOME

    7/21/16 06:59:13 PM

    CONTENTS
    Introduction & history.
    Business management
    structures,
    leadership & teamwork.
    Prospects & constraints .
    Impact on business &
    examples.
    Factors associated, conclusion
    &
    references.
    7/21/16 06:59:13 PM

    INTRODUCTION
    The term supermanager
    refers to the employee, owner or
    both with high skills &
    decisional authority who plays
    various roles in an organization
    and is accountable for the
    multiple tasks he / she performs.
    Popular traditional practice.
    Involves high risks since the
    investment is concerted.

    7/21/16 06:59:14 PM

    HISTORY
    The classical period (1900 1930).
    (emphasis on bureaucracy)
    - Max Webber.
    The neo period (1931 - 1950).
    (emphasis on human resources)
    - Elton Mayo.
    The modern period (1951 2015).
    (emphasis on contingency)
    - Paul Lawrence.
    7/21/16 06:59:14 PM

    6
    BUSINESS MANAGEMENT FRAMEWORKS

    7/21/16 06:59:14 PM

    Family chain.
    Sole proprietorship.
    Affiliation.
    Collaboration.
    Venture.

    SUPER - CONTRAST

    7/21/16 06:59:14 PM

    LEADERSHIP

    7/21/16 06:59:14 PM

    Communication.
    Empathy.
    Motivation.
    Creativity.
    Inspiration.

    TEAMWORK

    7/21/16 06:59:14 PM

    Diversity of ideas.
    Similar goals.
    Workload division.
    Learning.
    Optimum decision.

    10

    PROSPECTS

    7/21/16 06:59:15 PM

    Cost efficiency.
    Narrow accountability.
    Multi - skilled employee.
    Faster decisions.
    Self - reliance.

    10

    11

    CONSTRAINTS

    7/21/16 06:59:15 PM

    Work overload.
    Restricted innovation.
    Lack of expertise.
    Employee disengagement.
    Short run productivity.

    11

    12

    IMPACT ON BUSINESS

    7/21/16 06:59:15 PM

    Cost.
    Growth rate.
    Attrition rate.
    Market reputation.
    Revenue.

    12

    Ninety percent of what


    we call
    management
    consists of
    making it difficult for
    people
    to get things done.
    Peter
    Drucker

    13

    14

    CONTEMPORARY PRACTICALITY

    7/21/16 06:59:15 PM

    Tatasons.
    The Oberoi group of hotels.
    Reliance industries limited.
    Bajaj group.
    Bharti enterprises.

    14

    15

    ASSOCIATED FACTORS

    7/21/16 06:59:15 PM

    Delegation.
    Hierarchy.
    Empowerment.
    Scope of authority.
    Employee perception.

    15

    16

    CONCLUSION

    7/21/16 06:59:15 PM

    Less practical.
    Short term benefits.
    Long run contradictions.
    Getting obsolete.
    Low feasibility.

    16

    17

    REFERENCES

    7/21/16 06:59:15 PM

    businesscasestudies.co.uk.
    mindtools.com.
    smallbusiness.chron.com.
    forbes.com.
    inc.com.

    17

    18

    THANK YOU

    7/21/16 06:59:15 PM

    18

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