Management Intelligence: Sense and Nonsense for the Successful Manager

Citation

Dyson, K. (2009), "Management Intelligence: Sense and Nonsense for the Successful Manager", Leadership & Organization Development Journal, Vol. 30 No. 8, pp. 781-782. https://doi.org/10.1108/01437730911003948

This book is a series of short essays and reflections on managers, management, management styles, leadership, both good and bad. The essays attempt to review and provide insight into some of the recent thinking in relation to management exploring some of the myths and fads and their relevance to practicing managers and organisations. Many of the essays provide a light hearted and amusing overview, questioning such areas of leadership practices, management styles, and organizational change. The essays, as the title suggests, are predominantly focused around “intelligence” and the author, through humour, encourages the reader to question and reflect upon the notion of intelligence at work through to managerial psychology and its impact upon organizations.

The introductory chapter is followed by over 60 short essays with a range of enticing titles, for example: The banality of leadership; Hand‐me‐down‐leadership; The obsessive‐compulsive manager; The satnav market. The essays are occasionally referenced, however the introductory and closing chapters have comprehensive reference sources signposting and encouraging the reader to undertake further reading.

The introductory chapter explores the notion of intelligence at work, starting with social intelligence and through a literature review examines multiple intelligences and their relevance to business. Moving on to emotional intelligence the author examines how and to an extent why, EI has “most captivated people's imagination”. This leads through to an exploration of management fads with a conclusion that “intelligence and social skills are fundamental requisites for managerial success”. In the essay for example, Breaking the code, the use of management and marketing speak is explored. Furnham looks at recognisable titles, words and phrases commonly used in both UK and US organizations, identifying the sub text and hidden messages that almost insidiously ensure that the message is confused and unclear. For example, “leveraging resources” actually means working all hours, putting on a “marketing hat” means lowering ethical standards. This essay will enable individuals to reflect on the ways in which they communicate, and identify how often their message is unclear or even deliberately masked.

“Modern management styles” discusses this further in for example, acronym management, but also considers other types of management style including amnesiac management, Doppler‐effect management, and spiritual management. Again whilst amusing, the serious undertone encourages reflection.

The final chapter provides a useful summary of managerial psychology and its relevance to organizations in terms of the way they are managed, the consequences of that management for both the organization and its stakeholders. Furnham considers managerial psychology from a range of perspectives proposing that it is an applied science.

This book is the ideal “reality check” for the busy manager entrenched in the day to day business of managing their department or organisation. It provides an amusing, stimulating and refreshing read; however its serious intent will enable the reader to reflect upon and question their own management style, and the management approaches they may unwittingly pursue in the misguided view that following, or jumping on the band wagon of management fads is the way to manage. The book will also be an invaluable resource for those individuals studying on leadership and management programmes providing a useful antidote to the heavy learned tomes they are required to read and digest.