|
Short Break in Venice
Doubleday Books (
01 January, 1983 )
Book |
| Our
Price |
: |
£
Not Available |
|
|
|
|
|
|
| Prices
subject to change. |
we are currently unable to offer this title. It may be out of stock with the publisher or out of print. If you would like to purchase this title, we recommend that you occasionally check this page to see if it has become available. |
| |
|
| |
|
What the worlds greatest managers do differently  |
The Gallup Organization is renowned for its political polls however this book is not about polls. It is about strong workplaces and the managers who build them. Marcus Buckingham and Curt Coffman, leaders of the Gallup Organization, share their insightful research on what the worlds greatest managers do differently. Drawing on data collected from interviewing over a million employees and eighty thousand managers in the last 25 years, this book has strong evidence to back up its claims. Packed with annotated examples of real managers stories, it sets out many of the principles that managers and companies should follow. Unlike so many books on management theory, this one is not full of weighty words and complicated concepts. First Break all the Rules is refreshingly simple in its language and in its approach. It focuses on the strengths of human nature and on ways to make the most of these strengths in the workplace. While it never claims to give managers all the answers, it does lay out simple and practical ways in which managers can gain a perspective on what they do, on why they are doing it and on ways to do it better. Great managers make it all seem so simple. Just select for talent, define the right outcomes, focus on strengths, and then, as each person grows, encourage him or her to find the right fit...It sounds almost inevitable. We know, just as you do, that it isnt. A thoroughly enjoyable read, this book is accessible and exceptionally readable.
|
|
This management book is well written, humorous, entertaining |
|
First Break All the Rules is well written, humorous, enertaining, and makes its premises understandable. Avoiding the fad to fad management approach, the book reflects solid scholarship and is based on a huge database of interviews with 80000 managers from over 400 companies over 20 years. From their work, they formulated 12 questions which measure job satisfaction, correlating it primarily with satisfaction with their immediate supervisor, more so than overall comapany policies. The questions are arranged in an order to move from basic needs on the job to achieving your personal goals. Their statistically analyzed results have been correlated with four indices of a successful enterprise; those being customer satisfaction/loyalty, profitability, productivity, and employee turnover. By employing their proven concepts one can both improve themself as a manager, but also train others. This is a "MUST READ"
|
|
An outstanding contribution to business management |
This excellent book tears apart previous "nuggets" of conventional management wisdom and replaces them with a practical set of strategies which impact on the bottom line, based on comprehensive and compelling international research. So, you think that you can fix weaknesses by sending people on training courses? Find out why the worlds greatest managers dont do this. Ever completed the annual employee workplace survey (only for the outcomes to be lost in the ether?). This book identifies the questions which, when workers can answer "strongly agree", really drive improvements in business outcomes such as retention, profitability, sales, absence and safety. The key driver for the book is the wealth of analytical data held by Gallup - over 35 years of data which has enabled researchers and analysts to distil the workhabits and values that separate the most productive workgroups from the rest. The principle is simple - find out what drives success in your best individuals and workgroups, then build up a recruitment profile to select more like them. Find out the key talents in each role and position people so that they spend most of their time doing what they do best every day. Play to strengths not weaknesses. This is the kind of book that you will read quickly and will have you thinking "I can do that" or " I bet Alice can help me with that". The ideas are simple and infectious. Beleaguered HR professionals fighting to demonstrate added value and contribution to company success at long last have a set of tools and strategies which will take them to the Board table. They now have the means to provide measurement for what they do. But overall, it is the collective impact of Gallup strategies on the workplace through which the greatest gains will come. Driving improvements to levels of employee engagement is not only good for morale, but it is central to building a great place to work and in seeing business outcomes rise. In todays market place with the emphasis on brand definition as a key competitive edge it is all too easy for companies to lose sight of their real competitive advantage - their employees. This book breaks down the tasks of great managers to a series of achievable objectives which will positively impact on the whole culture of the organisation. The fact that these strategies have been tried and proved in some of the worlds most successful companies across many languages and cultures, is testimony to their resilience and impact. So, for those companies thinking about redefining themselves in the market, or for whom new product development is seen as the only competitive advantage, turn your sights inward towards the huge talent bank that resides amongst your people. Tap into this and watch your outcomes flourish. Inspirational!
|
|
