Human Resource Management and Development
The Unnatural Act of Management
February 26, 2013
I began this book like most books, with great anticipation that it was going to be amazing, why else would a qualified instructor assign it. I assumed that it would be a shining example of the finest managerial principals in existence all compacted into a simple to read text with plenty of graphs and helpful handouts. I was certain that I would be a more effective leader for having read it. I spent time strategizing how I would write my paper with great enthusiasm. Then, I read the book.
In the first few pages I found myself so caught up with the character development that I quickly lost sight of the big picture. I mean how could I be expected to believe that any one person could accurately describe an entire management team with such accuracy. Richard Thompkins’ descriptions and predictions were almost humorous. His intuition into his co-workers was uncanny. From their personal relationships to the weaknesses in one fail swoop. I wanted to meet Richard myself. As the story developed I later appreciated the lack of filler material as the characters were introduced and it also made for a quick refresher when I was trying to predict who was going to be effected next by Brent’s plans.
I quickly became invested in the ninety day project. I could recognize this was a process being explained with the assistance of a story, or a true manager refusing to have an editor alter his vision. Regardless, I decided to step back and focus on the big picture, the actual process of examining an existing managerial team and operations to evaluating its effectiveness through strong managerial principals.
Off we went.
Learning about the people you are working with, their qualifications and personality traits is imperative. Understanding how they’re perceived by their peers is critical. Richard Thompkins’ descriptions