High Output ManagementBusiness ManagementSUMMARYAndrew S. Grove used an output-oriented approach to management using a production model (principles). It states that the work of all organizations is something pursued by teams, and that a manager's output is the output of the organizational units under his supervision or influence. The question then becomes what managers can do to increase the production of their teams. In other words, what specifically should they do at work, when a virtually unlimited number of possible tasks demands their attention? Grove writes that: "An important component of managerial leverage is the number of subordinates a manager has... a manager whose job is largely supervisory should have six to eight subordinates; three to four is too few, and ten there are too many." Grove 66) According to Grove, one-on-one communication between supervisor and employee is still absolutely essential, minute to minute, and is critical to success. Mr. Grove writes that "...a manager should devote about half a day a week to each of his subordinates." (Grove 66) To give you a way to answer the question of how I accomplish this type of communication, I introduce the concept of “managerial leverage,” which measures the input of what managers do to increase the output of their teams. There are small and big questions that a manager needs to ask himself about the organization he is managing. An example of a big question is: should we advertise locally or nationally? How much attention and activity could we get from the local market? Will it be enough or will we have to advertise abroad? A good example of a small question is: if he or she runs a restaurant, what kind of dishes should we have on the menu? How often should we change them? You don't want to change the menu too drastically and lose your customers, but you also don't want to bore them. High managerial productivity depends largely on choosing to perform activities that provide high leverage. A team will only work well if the individuals within it achieve maximum performance. This is the third idea of ​​the book. Can an organization use anything that motivates an athlete to give his "personal best" consistently??