IN THIS SUMMARY
Management positions are a staple of corporate organizational charts, but the role itself is not always well defined. It is often an assortment of pieces and parts designed to do too many things, and thus accomplish none of them well. As a result, people in the organizational hierarchy question its value. In Manager Redefined, Tom Davenport and Stephen Harding take a different view, and argue that managers and supervisors are essentially the center of insight and influence, and endowed with the potential to make dramatic contributions to overall enterprise success. The authors provide a performance model for managers reflecting on today’s workplace reality.