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What Were They Thinking?

Unconventional Wisdom about Management

Gebonden Engels 2007 9781422103128
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Samenvatting

Als u net als de meeste andere managers bent, heeft u ontdekt dat conventionele managementwijsheden simpelweg niet werken. Het wordt tijd dat u zichzelf de vraag stelt wat u zou moeten denken en dat u de onconventionele wijsheid over management uit dit boek toe-eigent.

Zelfs bedrijven die geleid worden door hardwerkende, slimme en serieuze mensen maken (te) veel misstappen. In 'What Were They Thinking? Unconventional Wisdom About Management' biedt Jeffrey Pfeffer een scherpzinnig en uitdagend antwoord op deze vraag, gebaseerd op zijn populaire Business 2.0 column, 'The Human Factor'.

Het boek bevat 28 korte hoofdstukken met voorbeelden, data en inzichten, die conventionele opvattingen en alom geaccepteerde managementwijsheden tarten.

Specificaties

ISBN13:9781422103128
Trefwoorden:management
Taal:Engels
Bindwijze:gebonden
Aantal pagina's:241
Druk:1
Hoofdrubriek:Algemeen management

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Inhoudsopgave

Chapter 1. What Were They Thinking? Avoiding Common Management Mistakes

PART I. PEOPLE-CENTERED STRATEGIES
Chapter 2. The Face of Your Business: It's People, Not Software, that Build Customer Relationships
Chapter 3. Making Companies More Like Communities
Chapter 4. A Blueprint for Success: Spend More on Training
Chapter 5. How Companies Get Smarter: Taking Chances and Making Mistakes
Chapter 6. Why Employees Should Lead Themselves

PART II. PEOPLE MANAGEMENT PRACTICES
Chapter 7. Stop Picking Employees' Pockets'It Seldom Fixes Anything
Chapter 8. Let Workers Work: The Downsides of Having People Manage their Own Benefits
Chapter 9. Why Spy on Your Employees? Building Trust in the Workplace
Chapter 10. All Work, No Play? Maybe Long Hours Doesn't Pay
Chapter 11. Sins of Commission: Fixing Incentives
Chapter 12. More Mr. Nice Guy: Why Cutting Benefits is a Bad Idea
Chapter 13. Resumes Don't Tell: Pick People for What They Can Do, Not What They May Have Done

PART III. LEADERSHIP: BUILDING AND EFFECTIVELY EXERCISING INFLUENCE
Chapter 14. The Courage to Rise Above: Don't Be Afraid to Stand Out
Chapter 15. Executive-in-Chief: The Importance of Framing and Repetition
Chapter 16. How to Turn on the Charm: Building Influence through Real Human Interaction for a Change
Chapter 17. A Field Day for Executives: The Benefits of Knowing What Your Organization Actually Does
Chapter 18. The Whole Truth and Nothing But
Chapter 19. Refuse to Lose: Persistence Pays
Chapter 20. No More Excuses

PART IV. MANAGING ORGANIZATONS: MEASUREMENT AND STRATEGY
Chapter 21. The Real Budget Crisis: Stop Rewarding Forecasting and Negotiating Instead of Real Performance
Chapter 22. Shareholder Return is the Wrong Measure of Performance
Chapter 23. Dare to be Different
Chapter 24. Curbing the Urge to Merge
Chapter 25. Don't Believe the Hype About Strategy

PART V. PEOPLE MANAGEMENT AND PUBLIC POLICY
Chapter 26. In Praise of Organized Labor: What Unions Really Do
Chapter 27. What to Do'and Not Do'About Executive Pay
Chapter 28. Stopping Corporate Misdeeds: How We Teach the Wrong Lessons

Acknowledgements

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