Breaking Convention in Management Systems | What Global Managers Know About Employee Performance That Traditional Hierarchies Ignore.DE

Soren Vale

ISBN 10: 3565602007 / ISBN 13: 9783565602001

Published by epubli, 2026

About this Item

Breaking Convention in Management Systems | What Global Managers Know About Employee Performance That Traditional Hierarchies [.] | Soren Vale | Taschenbuch | Englisch | epubli | EAN 9783565602001 | Verantwortliche Person für die EU: Neopubli GmbH (Imprint: epubli), Köpenicker Str. 154a, 10997 Berlin, produktsicherheit[at]epubli[dot]com | Anbieter: preigu.

Seller Inventory # 136076147

Bibliographic Details

• Title: Breaking Convention in Management Systems | What Global Managers Know About Employee Performance That Traditional Hierarchies Ignore.DE
• Publisher: epubli
• Publication Date: 2026
• Language: English
• ISBN 10: 3565602007
• ISBN 13: 9783565602001
• Binding: Taschenbuch
• Condition: Neu
• Dimensions: 297W x 210H x 15D millimeters 297 millimeters width by 210 millimeters height by 15 millimeters depth
• Weight: 841 grams
• Seller catalogs:
  • Bücher

About this title

Synopsis

Most management frameworks assume that standardized processes drive performance. Field research across thousands of managers reveals a different pattern: the highest-performing teams operate under principles that contradict conventional HR doctrine. These managers reject uniform development paths, ignore competency gaps in favor of strengths, and structure accountability in ways that formal training programs rarely address. The divergence centers on three operational choices: how managers define role expectations, how they allocate development resources, and how they structure feedback loops. In each domain, top performers prioritize individual variance over procedural consistency. They treat talent as non-fungible, refuse to correct weaknesses that fall outside core responsibilities, and build measurement systems around outcomes rather than behaviors. These choices create friction with corporate policy but consistently yield higher retention and output metrics. For organizations operating in competitive labor markets, the implications extend beyond team management. When individual manager behavior diverges systematically from institutional practice, it signals a structural misalignment between policy design and operational reality. The question is not whether to adopt these practices universally, but how to identify contexts where variance produces advantage and where standardization remains necessary.