Page 58 - Chapter One

26 The Management Shift

table 1.4 Continued
Traditional management approaches Emerging management approaches
“Theory X” human nature assumption “Theory Y” human nature assumption
Inside- out hierarchical power Outside- in value creation
Functional division Functional integration
Centralized leadership Distributed leadership
Leaders rule Market rules
Top- down control Team- based self- governance
Working in the office Working anywhere
Working 9– 5 Working anytime
Need for a good boss Need for good colleagues
Working to earn pension Working to fulfil purpose
Obsessing with competitors Obsessing with customers
Power comes from hoarding the knowledge Power comes from sharing the knowledge

Using written policies for decision- making Using good judgement for decision- making

Focus on when, where and how the work Focus on results produced
gets done
Influence is dependent of hierarchy Influence is independent of hierarchy, it
is more dependent on knowledge and
connectedness
Focus on how to get to the direction Focus on direction
Managing for getting the work done Leading and coaching people to create
magic
Hiring to delegate Hiring to elevate

several years. The information provided in this table is self- explanatory.
Most organizations would probably use a combination of both approaches,

and this table could be used as a check- list for organizations that may wish
to assess the predominant management style used.
According to marketing software HubSpot’s Culture Code, companies
have to change dramatically the way they operate:

Although people, business environment, technology and management
insights have changed dramatically, especially in the last couple of
decades, many organizations operate as if they are frozen in time,