Customer Reviews:
Good, but needs better editing.......2007-09-12
A good guide for the major marketing practices. However, the book still mentions Zaire as a country (instead of the Democratic Republic of Congo), as well as several other errors. Even though they are relatively minor errors, it makes the book lose credibility.
Outstanding Course Material.......2007-08-10
Marketing Management 12e is an excellent tool for the MBA student. It is concise and very informative, one I will keep in my library as a reference item from now on.
Marketing Management - NO CD.......2007-07-09
I gave this product a one-star rating because it did not include the necessary softward CD, and there was no indication of this fact. I returned the product without an issue, but it would have been nice for the description to indicate that the Marketing Pro 6.0 software was not included, as it would have saved me a lot of trouble.
Good Book to Learn Fundamentals on Marketing.......2007-06-12
Softcover book has cheaper pages which make the print sometimes harder to read. Otherwise book is good and it covers a good amount on Basic Marketing Concepts.
The Marketing Bible, But Ethically Challenged.......2007-06-08
When I did my undergraduate studies in the 1980's I remember my professor explaining that Kotler had been, at that point, "the" marketing text book for 20 years. I'm not sure, but Kotler may have invented the word "marketing." Decades later it remains the definitive book on marketing studies.
This version of the book is comprehensive, densely written while still being easy to read, logically structured, up to date with regard to case studies and technology, etc. I highly recommend this book as a marketing text and have tried, unsuccessfully so far, to get a few of my marketing friends who have not had the pleasure of reading this book, to put it in their bathroom or something and read a section here and a section there.
I have two knocks against this book. First, I find it to be a little lacking on the ethics side. There are many valid marketing techniques described which can be used, but which can also be abused. While the book does not ignore ethics altogether, I would have been more comfortable if along the way it highlighted that some of the practices described are not only "good ways to increase profit margins" but "are morally bankrupt" as well.
The second knock is that the authors have seemingly gone crazy and included dozens upon dozens of cutesy words various academicians, desperate for a lasting claim to fame, have invented out of whole cloth to describe things that didn't really need their own unique words. Some of my favorites:
Insourcing
Reintermediation
Unfocus Groups
Glocalization
Co-optation
Neither of these complains should detract anyone from buying this book because it is, in the end, the great marketing text of our era.
Product Description
Updated forth edition of the 1996 title (see ISBN 0965571203 for further information)
Customer Reviews:
Excellent for Coaches and Managers.......2007-08-15
Not only a succinct guide for improvement in itself, many references to detailed research on improvement of individual traits.
My Team members each have a copy. Works well with 360 degree review approach.
Hits the mark on a lot of topics.......2007-06-14
A very good overall guide for self discovery, and a great tool for coaching and developing others - a great leadership resource. This touches at a high level a lot of behavior and development topics, but does not get into the details. If you're looking for a book that dives deep into a specific behaviorial area, this is not the book for you. But what it gives is 3-4 pages on a behavior or skill, hitting it fast and hard, with guides and advise on development (covers overuse of a skill, as well as adressing gaps in a skill). It links topics/bahaviors to each other which is very helpful, and the book even leaves space in its categorizing/numbering for future skills and behaviors that may come in future editions. I've purchased this book for all the managers on my team.
A must have for all leaders.......2005-10-06
Updated for the current workforce with new tips and strategies.
Book Description
ANSWERS YOU NEED FROM EXPERTS YOU TRUST
How many times have you bought the latest and greatest management book and let it collect dust on your shelf? Management fads come and go, but leaders across the globe know that when they need substance, they'll find it in Successful Manager's Handbook.
Fully updated and revised, this 7th edition continues the PDI tradition of providing smart, practical ideas and suggestions that you can use immediately on the job.
Never simplistic, always relevant, Successful Manager's Handbook is the ideal resource for you, your employees and the people you coach.
"A one-stop shop…a wonderful resource for improving performance." — D. Bradford Neary Director, Executive & Leadership Development Medtronic, Inc.
"No manager's toolkit should be without it…indispensable." — Greg Schaefer Manager, Curriculum Development Learning & Development Rockwell Collins
"Successful Manager's Handbook answers the perennial question, 'Now that I know what my strengths and development needs are, exactly what can I do about it?' This simple, action- and behavior-oriented tool helps everyone prepare specific, meaningful development plans." — Coleman Peterson President & CEO, Hollis Enterprises Retired EVP-People Wal-Mart Stores, Inc.
"My team and I count on the processes and suggestions in PDI's Successful Manager's Handbook to help us focus the business and deliver on long-term strategies. The processes and suggestions also challenge me personally to become a more effective leader in our organization." — Andrew F. Nelson Vice President, HP & Executive Director HealthPartners Resource Foundation
Customer Reviews:
successful manager's review.......2006-07-16
i gave this book 3 stars because of the size. although, it is very helpful in many ways, i feel that the writers of this book could have condensed a bit more. other than the size i feel some of the page space was wasted on repetition. that is basically it.
Good Reference manual, not textbook.......2006-03-28
First of all, as the name indicates, this book is a handbook. Merriam Webster defines a handbook as "a concise reference book; manual"
For a manual, I have to give this book high marks - it covers a whole gamut of topics / competencies - enough to assist those who consciously want to improve their professional and leadership skills. The language is easy to understand. The only prerequisite is to be in a work-place for a few years so as to appreciate each competency.
Pros:
(1) Compendium of competencies. Most likely, nothing has been missed!
(2) A person who is keen on gaining skill in a particular competency such as "Manage Change" or "Establish Trust" can quickly gather insights into what behaviors and skills he/she must practice or develop.
(3) Easy to understand.
Cons:
(1) No pictures or maps or schematics shown.
(2) No case studies or examples presented.
(3) Not concise. For example, there are 28 chapters in the seventh edition (2004). At a high level, one should be able to identify less than ten key competencies, with each having additional sub-topics. For example, it is easier on the reader to have one chapter on "Foster open Communication" with sub sections of "Write effectively", "Listen attentively", "speak with Impact", etc. rather than have a chapter each. A person solely relying on this book will have difficulty summarizing key leadership qualities. (Imagine organizing 28 chapters in the mind!).
(4) Systematic methodology for skill development not presented.
All this makes for dry reading. But then, if you look upon this book as a reference manual and not as a textbook, you might develop some compassion for the authors!
Here is how I used this book:
(1) Start a personal development plan (consult web, books or leader).
(2) Understand the competencies required for your profession.
(3) Self-assess on the competencies, assigning a skill level of "Development," "Working," or "Advanced".
(4) Have a competent leader who knows you (e.g. your manager) assess your skills. Compare notes.
(5) Pick the top 2-3 competencies where improvement is needed.
(6) Refer to those chapters in this book which correspond to these identified competencies.
(7) Summarize these chapters in your own words as you develop insights.
(8) Periodically look up summary and use these techniques during your waking hours - home or work - until they are internalized.
(9) Repeat this exercise once in 2-3 years.
In summary, this book is a good reference manual for improving one's professional skills, but should not be used as a text book.
Outstanding Reference Tool.......2006-03-03
Reviewed by William E. Cooper for Reader Views (3/06)
This book is an outstanding reference tool for supervisors, managers, and executives. As a long time manager who dealt with organizational issues, growth, personnel matters, finance, and political influences, and one who teaches undergraduate and graduate school courses in management and leadership, I have experienced most of these issues. The author has done a remarkable job in the detail and accuracy of the work. The work is clear and understandable and organized in such as way as to allow easy access to information. To find such a compendium of information in one book instead of many is an additional benefit. Content is also ratified by the collective skills sets the authors bring.
I highly recommend this book as a desk reference for anyone in a leadership or management role, and highly recommend it for anyone aspiring to the job. The comprehensive nature of the material in the book provides the foundation for new managers. In addition, the reference material leads readers to many other sources, reducing the need for Internet surfing trying to find information, or visiting the local library. As a graduate school faculty member I would also state for the record that this would be a great textbook. The book is written by practitioners who bring a wealth of knowledge and experience to the table. This book is a must read. Well done to all the authors - you have provided a book any manager, supervisor, or teacher should have.
Successful Managers Handbook.......2006-02-27
This book is an outstanding reference tool for supervisors, managers, and executives. As a long time manager and one who teaches undergraduate and graduate school courses in management and leadership, I have experienced most of these issues. The author has done a remarkable job in the detail and accuracy of the work. I highly recommend this book as a desk reference for anyone in a leadership or management role, and highly recommend it for anyone aspiring to the job. I would also state for the record that this would be a great textbook. This is a must read. Well done.
Excellent content, very dry style.......2006-01-20
The content of the book is excellent. The authors have created a compendium of the knowledge and behaviors needed for a manager to be successful. One would be hard-pressed to find this much of content in one volume, at the price this book is sold at.
The bad news is that all of the content is in endless streams of paragraphs or bullet points. The total absence of a change in pace (no anecdotes, case studies, sidebars, pictures) makes this a very dry read. The book could be significantly enlivened by the addition of more diagrams that visually illustrate the principles being described.
To make the best use of this material, learn to Mind Map (see Buzan's The Mind Mapping book). As you read through the material, distill the content into mind maps. Continually refer to those mind maps as you practice the behaviors suggested by the authors.
In summary, the content is first-rate, the presentation is lacking.
Product Description
Brand new book, autographed by author.
Customer Reviews:
Everything you need to know about the subject!.......2007-09-26
This one book has it all! The author hasn't left any segment of Six Sigma uncovered. The index is detailed, making it easy to find a particular thing in the book. The language is easy to follow.
Wow Book.......2007-09-07
This book is worth the price. A good guide indeed, covering theoretical perspective and making practical sense as well. A must for those new and enthusiastic readers of Six-Sigma.
My Six Sigma Handbook Review.......2007-09-01
The Six Sigma Handbook was a required reading as part of the Black Belt Certification I am taking. I have read the entire handbook. I found some chapters easier to read than others. There are other books, on Six Sigma, that may easier for the novice to read. This book is a great desk-top reference for anyone who is in the manufacturing line of business because most of the examples are focused in that direction. The book does contain some transactional examples from service companies that are helpful.
Review.......2007-07-17
The book is very good on stats and very comprehensive. However for a book this size, would like to have seen a bit more on problem solving tools
Book used as part of a Black Belt Program.......2007-05-14
I am reading the book as part of a SixSigma Black Belt program, currently at page 327. Reading as I am for comprehension, I find that there is a information in just about every line of the book. Pyzdek demonstrates his experience in the field of improvement, as all dimensions are thoroughly addressed. As an experienced engineering manager, I do not see too many stones unturned.
Book Description
In the years following the publication of Patrick Lencioni’s best-seller The Five Dysfunctions of a Team, fans have been clamoring for more information on how to implement the ideas outlined in the book. In Overcoming the Five Dysfunctions of a Team, Lencioni offers more specific, practical guidance for overcoming the Five Dysfunctions—using tools, exercises, assessments, and real-world examples. He examines questions that all teams must ask themselves: Are we really a team? How are we currently performing? Are we prepared to invest the time and energy required to be a great team? Written concisely and to the point, this guide gives leaders, line managers, and consultants alike the tools they need to get their teams up and running quickly and effectively.
Download Description
"In the years following the publication of Patrick Lencioni’s best-seller The Five Dysfunctions of a Team, fans have been clamoring for more information on how to implement the ideas outlined in the book. In Overcoming the Five Dysfunctions of a Team, Lencioni offers more specific, practical guidance for overcoming the Five Dysfunctions—using tools, exercises, assessments, and real-world examples. He examines questions that all teams must ask themselves: Are we really a team? How are we currently performing? Are we prepared to invest the time and energy required to be a great team? Written concisely and to the point, this guide gives leaders, line managers, and consultants alike the tools they need to get their teams up and running quickly and effectively. "
Customer Reviews:
managementtrainer.......2007-09-24
This field guide is execellent. It is practical and helpful. Improving teamwork is difficult, to say the least, especially for highly dysfunctional teams. Patrick Lencioni's book is essential to working through these challenges.
Easy to use and very helpful.......2007-08-13
This field guide is extremely useful for working with teams - from dysfunctional teams to those that are running smoothly. The exercises are practical and get to the heart of team dysfunctions.
I am a pastor who also works in the corporate world. I will use the ideas and exercises in this book with teams in the office and in the church.
Outstanding Complement to The Five Dysfunctions of a Team.......2007-07-21
Teamwork really is the one sustainable advantage that a group or company can have. Patrick Lencioni has put together a prescriptive method of bringing a group of people together to form a team. He walks through a step by step approach of breaking down the levels of teamwork in a narrative format in The Five Dysfunctions of a Team: A Leadership Fable which really builds the case for why you would want to follow this method. In this book, he all but builds your team for you. It'll be imperative that you can foster the right levels of communication and potentially have someone with you to help as you rebuild your team; however, this method does give critical insight into how groups of people become a team.
Great toolkit and field guide.......2007-07-05
This is a very useful book that has lots of gold nuggets for team training facilitators. Well worth the money and then some.
Guy Plano, Texas
got it for work.......2007-06-27
Leaders are using it in team development and finding it helpful. Good as an HR Professional to guide the manager in how to develop the team.
Book Description
For more than twenty years, millions of managers in Fortune 500 companies and small businesses nationwide have followed The One Minute Manager's techniques, thus increasing their productivity, job satisfaction, and personal prosperity. These very real results were achieved through learning the management techniques that spell profitability for the organization and its employees.
The One Minute Manager is a concise, easily read story that reveals three very practical secrets: One Minute Goals, One Minute Praisings, and One Minute Reprimands.
The book also presents several studies in medicine and the behavioral sciences that clearly explain why these apparently simple methods work so well with so many people. By the book's end you will know how to apply them to your own situation and enjoy the benefits.
That's why The One Minute Manager has continued to appear on business bestseller lists for more than two decades, and has become an international sensation.
Customer Reviews:
A little disappointing .......2007-10-02
Yes, the 1 minute manager method is nice, and it can really work in certain conditions. But the books is too pretentious and the authors wrap the idea in way too many pages, just to fill a book.
This kind of book should have half as many pages and sell for half as much.
Insightful approach but too vague.......2007-08-29
On one hand I really like the way this book gets right to the point without consuming lots of time. Too many books with a similar mission would spend 400 pages, but this one can be read in an hour.
The brevity is a double-edged blade though, because the book falls short of fully explaining its concepts. It really touches on only three main approaches to management, but it does not provide anything in the way of examples or contingencies in case real life does not match the story.
I am glad I read it but it is hard to say the book is worth the money. You really do not get much content for the price. Upon finishing the book, you'll soon realize the need to buy more books from these authors to flesh out how to implement their suggestions.
Practical, cute, and easy to read.......2007-08-05
This is a great little introduction to personnel management. Though slightly misnamed, the book introduces three skills of management which can be done in a concise way (but probably not quite 60 seconds). Managers should cast clear vision and expectations, commend good work, and correct mistakes. That's it.
The reason the book is so good is that so many managers can't or won't do those three simple things. The ability to confront employees in a non-combative way is too abrasive for sensitive people-people, and too limited for true autocrats. Praise is simple and obvious enough, but many managers think they've done it when they haven't. And precise goal-setting is sometimes beyond business leaders who do not have sharp mental editing skills. When you're finished with the book, you haven't heard anything you didn't already know, you've only been reminded of how important it is to do these things. Like diet and exercise, most of us know what's best for us regardless of whether or not we do it. Additionally, and this is a subtle point, the manager has to express how he or she feels about an employee's performance, and accurate expression of feeling is sometimes beyond the emotional range of some really driven leaders.
It's a top notch, brief read. Everyone in leadership ought to read it, even if they walk away with nothing new. The only thing I'd correct is some mediocre narrative, as the whole book is written as a fictional set of interviews by a young manager-to-be of his idiolized One Minute Manager, running a company. But no one's reading this book because they meant to pick up a good novel, so writing style is a minor issue. That aside, it's worth the content.
Yesterday excelent, today just good.......2007-08-03
What can I say about this book? - If you haven't heared anything about it, you must read it, but don't expect too much. It's a well-known stuff, covered by a lot of modern management books and authors, but I wanted in my collection, so ....
yeah right.......2007-07-23
This book is too simple to be really effective. So what if you are a tough or nice manager? This book is basically trying to find a balance, and that's nothing new. And it tell you to evaluate your performance with your goals, thanks for the insight, wow, I've learned so much. Save your money and time. If you must, check it out at the library.
Amazon.com
Book Description
Got carrotphobia? Do you think that recognizing your employees will distract you and your team from more serious business, create jealousy, or make you look soft? Think again.The Carrot Principle reveals the groundbreaking results of one of the most in-depth management studies ever undertaken, showing definitively that the central characteristic of the most successful managers is that they provide their employees with frequent and effective recognition. With independent research from The Jackson Organization and analysis by bestselling leadership experts Adrian Gostick and Chester Elton, this breakthrough study of 200,000 people over ten years found dramatically greater business results when managers offered constructive praise and meaningful rewards in ways that powerfully motivated employees to excel.
Drawing on case studies from leading companies including Disney, DHL, KPMG, and Pepsi Bottling Group, bestselling authors Gostick and Elton show how the transformative power of purpose-based recognition produces astonishing increases in operating results--whether measured by return on equity, return on assets, or operating margin. And they show how great managers lead with carrots, not sticks, and in doing so achieve higher
* Productivity
* Engagement
* Retention
* Customer satisfaction
The Carrot Principle illustrates that the relationship between recognition and improved business results is highly predictable--it's proven to work. But it's not the employee recognition some of us have been using for years. It is recognition done right, recognition combined with four other core traits of effective leadership.
Gostick and Elton explain the remarkably simple but powerful methods great managers use to provide their employees with effective recognition, which all managers can easily learn and begin practicing for immediate results. Great recognition doesn't take time--it can be done in a matter of moments--and it doesn't take budget-busting amounts of money. This exceptional book presents the simple steps to becoming a Carrot Principle manager and to building a recognition culture in your organization; it offers a wealth of specific examples, culled from real-life cases, of the ways to do recognition right. Following these simple steps will make you a high-performance leader and take your team to a new level of achievement.
"The Carrot Principle: How Great Managers Use Employee Recognition"
An Essay by Adam Gostick and Chester Elton
For organizations that do it right, it's a bit like discovering gold in your backyard. Employee recognition, long considered a benefit that costs money, can actually be a management tool that makes money. At first blush, the idea is counter-intuitive. As leaders, we've become accustomed to viewing recognition programs as a cost of doing business. But employee recognition is evolving. A groundbreaking research study of 200,000 employees, unveiled in our new book The Carrot Principle, presents a new paradigm: Applying employee recognition techniques within a context of goal-setting, open communication, trust and accountability, (what we have come to call the Basic Four) accelerates the impact of all of these critical management skills.
Continue reading "The Carrot Principle: How Great Managers Use Employee Recognition"
More to Explore
|
The 24-Carrot Manager |
Managing with Carrots |
Book Description
Got carrotphobia? Do you think that recognizing your employees will distract you and your team from more serious business, create jealousy, or make you look soft?
Think again.
The Carrot Principle reveals the groundbreaking results of one of the most in-depth management studies ever undertaken, showing definitively that the central characteristic of the most successful managers is that they provide their employees with frequent and effective recognition. With independent research from The Jackson Organization and analysis by bestselling leadership experts Adrian Gostick and Chester Elton, this breakthrough study of 200,000 people over ten years found dramatically greater business results when managers offered constructive praise and meaningful rewards in ways that powerfully motivated employees to excel.
Drawing on case studies from leading companies including Disney, DHL, KPMG, and Pepsi Bottling Group, bestselling authors Gostick and Elton show how the transformative power of purpose-based recognition produces astonishing increases in operating results -- whether measured by return on equity, return on assets, or operating margin. And they show how great managers lead with carrots, not sticks, and in doing so achieve higher
- Productivity
- Engagement
- Retention
- Customer satisfaction
The Carrot Principle illustrates that the relationship between recognition and improved business results is highly predictable -- it's proven to work. But it's not the employee recognition some of us have been using for years. It is recognition done right, recognition combined with four other core traits of effective leadership.
Gostick and Elton explain the remarkably simple but powerful methods great managers use to provide their employees with effective recognition, which all managers can easily learn and begin practicing for immediate results. Great recognition doesn't take time -- it can be done in a matter of moments -- and it doesn't take budget-busting amounts of money.
This exceptional book presents the simple steps to becoming a Carrot Principle manager and to building a recognition culture in your organization; it offers a wealth of specific examples, culled from real-life cases, of the ways to do recognition right. Following these simple steps will make you a high-performance leader and take your team to a new level of achievement.
Customer Reviews:
What's up Doc?.......2007-10-14
What's up is this. The authors' reference studies that point to an "undeniable correlation" between recognition and organization success. Companies with effective recognition strategies have better financial performance - 3 times higher Return on Equity, and Return on Assets, and operating margins almost 6 percentage points higher. Unfortunately this important information continues to go unheeded as companies tend to cut recognition programs precisely when they should be ratcheting them up.
The authors review the four basic characteristics of leadership: Goal setting, Communication, Trust, and Accountability. Recognition, they point out, is the accelerant that allows management effectiveness soar in each of the 4 areas. This is the Carrot Principle. "Great management is born when recognition is added to the 4 basic leadership characteristics."
The authors go into much detail on the basic 4 characteristics and how recognition is used as an accelerator. They review why certain managers recognize and others don't and debunk the many myths surrounding recognition. They explain how to build a carrot culture specifying the types of recognition and how often and when they should be given. The book finishes up with 125 recognition ideas.
The data in the studies referenced in this book are eye-opening. How about this one? A 2005 Towers Perrin Global workforce study revealed that 86 of 100 employees will not go the "extra mile" for their organizations/employers. At a time when global competition is fiercer than ever, imagine what an advantage it would be to improve upon that statistic, especially if you are currently being squeezed by the low cost of labor elsewhere. You can't afford not to. Read and heed. Doctor's orders!
Nick McCormick - Author, Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager
More than the traditional Carrot!.......2007-08-21
While the title may sound like authors Gostick and Elton are espousing the positive half of the carrot and stick motivational model, the book actually demonstrates the performance improvement correlation when recognition of individual contribution and identity (purpose-based recognition) is applied to the four basics of leadership - goal setting, communications, trust, and accountability. Recognizing that the knowledge economy requires the harnessing of people's commitment, the authors advocate moving beyond a transactional management model into emotional-based management, using purpose-based recognition to build a Carrot Culture. Without using the "R" word, they espouse a relational management model, supported by recognition.
The authors do a good job of demonstrating the business performance benefits when employees are engaged with the goals of the organization. They then provide ample guidance for how to use recognition to enhance engagement, including an extensive list of ideas for use with each of their four basics of leadership. All in all, an easy read, recommended for managers who know they might do better at acknowledging the contribution of their people and are looking for something to help them get into action.
Enjoyable read *and* applicable.......2007-08-09
With all of the sales and managerial books out there, how to really discern which makes for a fun airplane read or which really offers applicable value? This book offers both. Both my husband and I read our library copy, and experienced it as so useful we bought our own copy.
Important Stuff in Depth, but Nothing New.......2007-08-02
Here are the big ideas from this book.
Positive consequences, such as praise and recognition, are great tools for encouraging people to try new things and to continue desired behaviors. They send a message about what managers value.
In work teams where people say they have been praised recently, productivity, morale, and measures of engagement are more likely to be high and people are more likely to stay with the organization.
In teams where people say they have not been praised recently, productivity, morale, and measures of engagement are more likely to be lower and people are more likely to want to leave.
Companies with high productivity, morale and engagement and low turnover are more profitable.
Managers rate themselves higher on giving praise and recognition than their subordinates rate them.
There are no breakthrough, thought-leader ideas here. There is nothing really new.
The jacket blurb implies that this is based on exciting new research. It's not. It's based on research by the authors' firm that reinforces other research, including Gallup, Blanchard, a boatload of academic researchers and my own study of top performing supervisors. So if you're looking for new or breakthrough stuff, you don't have to buy the book and you don't need to read any further.
That doesn't mean that you won't get value from the book. The points the authors make are worth making again and again. Praise in all its forms is the most powerful and most underused tool for growing great, engaged teams.
Because the book is devoted, essentially, to a single idea, you get lots of depth on that idea. Some of those are just small insights.
On page 84, the authors make the point that in service industries, the perceived value of the product is tied to the behavior of the person that the customer comes in contact with. I knew this at some level, but seeing it in print got me to reflect on it and what it means.
Other things are more substantive. The authors provide details on different types of recognition: Day-to-Day; Above and Beyond; Career; and Event. They offer forms and lists and charts.
If you haven't read much about the power of praise and recognition this is a good place to start. The book covers most of the basic research, puts it in context, and gives you tools for putting it to use.
Remember that the authors wrote this book to sell their services and products. Sometimes they try way too hard to stretch their single bed blanket of product over the double bed of the subject. Sometimes they struggle to name things "carrot" or paint them orange, when simple description would do just fine.
If you're looking for a tool to use with managers at our company or in your peer group to increase the amount and effectiveness of legitimate praise, this is a good book to buy and use. You may also want to investigate the authors' other products.
Good Idea - Doesn't Need an Entire Book.......2007-07-29
I found the overall message of this book good and for that I might give it 5 stars. However the book takes too long to try to prove itself, and is overly detailed. I found it boring and dry. I respect the authors for writing a book since that is hard to do, but it seems like too much writing for a simple message. I would rephrase the book here, except I'm not that good of a writer. My best attempt would be to say, money motivates senior management, but does not tend to motivate most employees. Focus on recognizing employees clearly for distinct behavior, and give personal rewards (not plaques, trophies, or candy), immediately, and publicly. Also have an altruistic attitude towards your employees. Most of the book is fairly obvious for progressive managers, and those who are not just won't get it. In the end I don't think it will have a earth shattering effect on your business. Instead I would recommend something, anything, by Seth Godin.
Amazon.com
Marcus Buckingham and Curt Coffman expose the fallacies of standard management thinking in First, Break All the Rules: What the World's Greatest Managers Do Differently. In seven chapters, the two consultants for the Gallup Organization debunk some dearly held notions about management, such as "treat people as you like to be treated"; "people are capable of almost anything"; and "a manager's role is diminishing in today's economy." "Great managers are revolutionaries," the authors write. "This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place."
The authors have culled their observations from more than 80,000 interviews conducted by Gallup during the past 25 years. Quoting leaders such as basketball coach Phil Jackson, Buckingham and Coffman outline "four keys" to becoming an excellent manager: Finding the right fit for employees, focusing on strengths of employees, defining the right results, and selecting staff for talent--not just knowledge and skills. First, Break All the Rules offers specific techniques for helping people perform better on the job. For instance, the authors show ways to structure a trial period for a new worker and how to create a pay plan that rewards people for their expertise instead of how fast they climb the company ladder. "The point is to focus people toward performance," they write. "The manager is, and should be, totally responsible for this." Written in plain English and well organized, this book tells you exactly how to improve as a supervisor. --Dan Ring
Book Description
The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why.
Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance.
In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover.
There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.
Customer Reviews:
Good management advice.......2007-10-23
Good book to give managers something positive to think about and consider when dealing with people. What a unique concept to empower people by encouraging and nurturing strengths! I loved this book. Good to learn and be entertained at the same time. I think I would have like to heard more about direct stories from the best managers but it was great information.
And the next trend in management is..........2007-08-29
This information is very well researched and clearly presented. Since most of these results were taken from a Gallup poll I recently took at my former company, I can vouch that a significant percentage of the questions are absurd, including one mentioned in this book. Do you have a best friend at work? And how that has anything to do with happiness on the job...
This audiobook explains you how to customize relationships with those who report to you. It's very practical info: everyone is unique and has specific talents that are greater in one than the other. I also appreciated the explanation of how so many managers end up being so pathetic -- especially if they are moved up because they're not very good in their current positions (or my favorites, they kiss butte or know the right people).
No one, by improving themselves dramatically, is trying to become a hero as claimed here...but I am glad Marcus spells out very clearly how it is impossible for a manager to get people to change (change is up to the employee). Props to Marcus for being one of the only authors I've actually enjoyed listening to on an audiobook. All well packaged and marketed with an attention-grabbing title.
Relational Leadership a Proven Performance Winner.......2007-08-27
An evidence-based book demonstrating the performance benefits of relational leadership. In this captivating and engaging read, Gallup Organization researchers Buckingham and Coffman show how good leadership taps individual identity (At work, do you have the opportunity to do what you do best every day?), is relational (Does your supervisor seem to care about you as a person?), and demands accountability (Do you know what is expected of you at work?). These management elements and the several others described are not necessarily conventional wisdom, but clarified as they are in this book, they ring of good old common sense. After nearly 10 years on bookstore shelves, this book speaks more common sense than ever. This book is highly recommended for everyone -- if you have read it more than 5 years ago, read it again.
Great prep course for new managers!!.......2007-08-23
My son had just been made a manager of a large multi-location furniture and appliance and tv company. I purchased (First, Break all the rules) for him to give him some insight to being a manager. He devoured the CD's and called for more.
I choose the same author and purchased more of his work. Thanks for having this quality product available.
Whoever wrote the description of this book on cd did a great job. It was the reason I bought it.
Ideas that are applicable to managers--and a lot more!.......2007-07-18
Heard FIRST, BREAK ALL THE RULES by Marcus Buckingham
and Curt Coffman of the Gallup Organization . . . it was the report
on a massive in-depth study of great managers across a wide
variety of situations, ranging from Fortune 500 companies to
key players in small, entrepreuneurial firms.
It got me thinking about the difference that effective leadership
at the top can make and how, unfortunately, this doesn't
happen as much as it perhaps should.
Many of the ideas I've come across before . . . yet it wasn't until
I heard the spin placed on them by the authors that I came to the
realization that though they were seemingly basic, implementation
of them isn't always quite so simple.
Also, I realized that most of the ideas can easily be applied to great
parenting, great running of virtually any club or organization, etc.
For instance:
* Best managers don't treat everybody like they want to be
treated. Instead, they treat each employee as how he or she wants
to be treated.
And to find this out is easy:
* Just ask!
Among the other valuable tidbits I gained from listening were these:
* Effective managers spend their most time with their best people.
* Great managers know that any attempt to impose one best
way is doomed to fail.
* Never try to perfect people.
* Great managers focus on the future with their people.
* When told an employee was late, great manager almost
always ask why.
Buckingham also did the reading of FIRST, BREAK ALL THE
RULES . . . I was so impressed with this book that I'm now going
to read his other works, including his latest: GO PUT YOUR
STRENGTHS TO WORK.
Customer Reviews:
good graphics but too much on waterfall.......2007-10-24
What caught my eye on seeing this on the bookshelf were the color of typography, the small notes near the edges of the page that summarized a paragraph, the good graphics and diagrams. It looked like a quality book. After seeing how long was the discussion on "proving" that waterfall methodology was too long, "heavy", slow, and projects that used it more prone to less-than-satisfying end results, I understood why this book is titled for managers. In fact, one of the sentences it mentions that the step-follow-step process of the waterfall was popularized in the 70's and 80's, age during which today's managers got their education. On the CMM of SEI, a brief mention on it was that it resembles the heavyness of waterfall. Wished I had a bit more on it, but did learn from it anyway. The very last paragraph of the book had information I wanted: it was about Fitnesse, but it was just too little.
broad overview of various methods with details on mechanics.......2007-10-12
The book is very informative and presents both previous (EVO, XP) and current (UP, Scrum) methodologies. I am a project manager and this book helped me understand enough of Agile methodologies to apply it in my work environment. Good detail about each method and how it provides benefit. Before attempting to deploy Scrum or RUP/UP, read this book to understand the larger context and get other ideas for things to incorporate into your framework.
good start.......2007-09-03
Well this book seemed to be a perfect choice if you want to get an introduction to existing agile methods. This book describes them quite well for a first shot, and even compares them. There are good tips of combining these methods according to your needs. If you want to know one of the methods better you'll need to buy another book unfortunately.
Good Overview of Iterative and Agile.......2007-07-23
This book provides a very good overview for managers of the Iterative & Agile Development methods. I liked this book...it isn't too in-depth...perfect for someone who needs to know the basics about Scrum, XP, UP and other Iterative/Agile methods.
Two things about the book that keep it out of my 'recommended book list' are:
1. I thought it could have used a bit more editing/revision prior to release as their are some minor errors, but on the whole this is a very good book.
2. Removal or Revision of Chapter 4. This chapter is an attempt to bring all of the agile/iterative methods together into a 'story' but it just doesn't work that well for me. What might have helped is to move this chapter toward the end of the book after all the methods have been discussed.
Overall...this is a good book and one worth reading if you are interested in learning more about Iterative & Agile development topics. The book really made me think about the 'tried and true' PMI methods for managing projects and how those methodologies aren't really a good fit in the world of software development.
After reading the book (and a few other Agile books) I've begun to think about ways to move Agile methods from software/product development to other areas such as IT Management, Service Management and other areas of business.
Great book on Adaptive software development.......2007-07-19
I have been involved in software development processes for the last 18 years. This is the kind of book that I read cover to cover. Carig Larman has not only defined what agility really is, but also covered most of the known agile methods like Scrum, XP, UP and Evo. Chapter 11 "Practice Tips" contains many many useful and practical tips.
Author builds the ground on basis that software development is fundamentaly differnt than predictable mass manufacturing. Therefore, typical enigeering concepts (including traditional software engieering) do not apply. The book is a bit expensive but well worth its cost.
Average customer rating:
- Not a Project Management Guide
- real world pm
- project management with your feet on the ground and your heart on it
- highly practical and thorough coverage
- Great book
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The Art of Project Management (Theory in Practice (O'Reilly))
Scott Berkun
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ASIN: 0596007868 |
Book Description
The Art of Project Management covers it all--from practical methods for making sure work gets done right and on time, to the mindset that can make you a great leader motivating your team to do their best. Reading this was like reading the blueprint for how the best projects are managed at Microsoft... I wish we always put these lessons into action!" --Joe Belfiore, General Manager, E-home Division, Microsoft Corporation
"Berkun has written a fast paced, jargon-free and witty guide to what he wisely refers to as the 'art' of project management. It's a great introduction to the discipline. Seasoned and new managers will benefit from Berkun's perspectives." --Joe Mirza, Director, CNET Networks (Cnet.com)
"Most books with the words 'project management' in the title are dry tomes. If that's what you are expecting to hear from Berkun's book, you will be pleasantly surprised. Sure, it's about project management. But it's also about creativity, situational problem-solving, and leadership. If you're a team member, project manager, or even a non-technical stakeholder, Scott offers dozens of practical tools and techniques you can use, and questions you can ask, to ensure your projects succeed." --Bill Bliss, Senior VP of product and customer experience, expedia.com
In The Art of Project Management, you'll learn from a veteran manager of software and web development how to plan, manage, and lead projects. This personal account of hard lessons learned over a decade of work in the industry distills complex concepts and challenges into practical nuggets of useful advice. Inspiring, funny, honest, and compelling, this is the book you and your team need to have within arms reach. It will serve you well with your current work, and on future projects to come.
Topics include:
- How to make things happen
- Making good decisions
- Specifications and requirements
- Ideas and what to do with them
- How not to annoy people
- Leadership and trust
- The truth about making dates
- What to do when things go wrong
Customer Reviews:
Not a Project Management Guide.......2007-10-14
I guess I expected more after reading some of the reviews, but was disappointed to find out that it is a high level project management supplemental book. If you are a beginning PMer looking for a good book about the fundamentals of PM, this is not the book. The level of the content is for those who simply want a book that is more a novel than a help book.
real world pm.......2007-06-29
An easy and fun to read book, based on real life examples and experiences. While reading it, I got many tips from the book and apply them in my onw work.
project management with your feet on the ground and your heart on it.......2007-05-24
I really love this book!! I've read many books about how to run projects, to keep teams motivated, to be an effective leader, and I think this book compiles all of the above, plus it gives you a grounded point of view. There are no promises, only hard work and ways to improve your performance.
I've used some of the recommendations included in chapter 13: How to make things happen and, although is not a guarantee of success, I have accomplished some of my most difficult projects with it and the ones I didn't, at least I know why.
[...].
highly practical and thorough coverage.......2007-05-12
Reading this book is almost as good as having a highly experienced mentor help you manage a project. The book provides very thorough coverage with sound, practical advice. There is a good list of reference material as well. I have been a software developer for more than 25 years and have managed several projects and still found I learned a lot from this book. I wish it had been available years ago. The book also provided confirmation for many of my beliefs about which I disagree with my current project manager. I hope to use this book to help convince him to change. I will be managing my own project again soon and plan to use use this book to help me succeed. Every software developer should read this book even if they are not a project manager. My only very slight criticism is that the book is most helpful to software product projects, but I think even internal development projects should be run as this book explains.
Great book.......2007-05-09
This is a great book.
Filled with real-world wisdom, it prepares you for what to expect in the world of project management as a career option.
Especially usefull for people from software development background.
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