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Nowadays, many managers may take an MBA course in various business schools to further improve their knowledge and enhance their management skill. However, many of these managers found that their actual problems remain challenging for them to solve even after taking these courses. Why? The reason is that most MBA courses are designed for top managers, such as CEOs. The main contents of these courses consist of subjects in, for example, global perspectives, long-term planning, and entrepreneurship.
Generally, middle managers are department heads or Vice Presidents. As the backbone of an enterprise, not only are they expected to do well in their jobs, they must also provide helpful and useful guidance for others. It's their mission to maximize their work efficiency . They are determined to bring out the best in the subordinates, through improving their work efficiency. These include methods on how to conduct and convene meetings and carrying out performance assessments. These trivial but significant questions are properly answered in this manual, “High Output Management”.
Many of you may not be familiar with Andrew Grove, but you must have heard about Intel. In the IT industry, Grove and Gates are rated as “Andy Gates” effects, meaning that Gates would equip good software for any hardware developed by Grove. As the CEO of Intel, Mr. Grove not only had the final say on chips manufacturing technology but also had several semiconductor technology patents. In addition, he was a management master, good at observing people's minds.
Mr. Andy Grove served as the President of Intel in 1979 and became its CEO afterwards. In 1997, he was awarded the “Person of the Year” by the US-based weekly magazine Time, as well as “Manager of the Year” by the USA Academy of Management. In 2001, he received the “Lifetime Achievement Award” granted by the Strategic Management Society. In 2004, he was nominated as the most influential CEO of 25 years by the Wharton School. As a technician in the past, Mr. Grove used “output”, a concept in manufacturing, as the core of managers, and creatively proposed the “high leverage” approach to enhance managers’ efficiency.
“High Output Management”, written by Mr. Grove, summarizes his managerial experience over decades. It analyzes the ways a manager can improve their capacity for the optimal input-output ratio. In this bookey, we will introduce his methods in three parts.
