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Produktbeschreibungen
Kurzbeschreibung
A look at the factors that separate truly productive managers from the rest. Includes practical advice and personal stories.
Synopsis
In "A Bias for Action", Sumantra Ghoshal and Heike Bruch reveal that only 10 per cent of managers act purposefully to get truly important work done. "A Bias for Action" shows that great managers produce results not by motivating others, but by engaging their own willpower through a powerful combination of energy and focus. Bruch and Ghoshal provide simple strategies for bolstering individual willpower and action-taking abilities, and explore ways to marshal the willpower of others to encourage collective action.
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In diesem Buch
(Mehr dazu)
Einleitungssatz
THINK BACK over the past three years. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
THINK BACK over the past three years. Lesen Sie die erste Seite
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Ausgewählte Seiten ansehenWortanzeiger
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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6 Rezensionen
21 von 21 Kunden fanden die folgende Rezension hilfreich
Helpful advice without too much Harvard clutter!
15. November 2004
Format:Gebundene Ausgabe
I was an avid fan of Harvard Business School Press (HBSP), and their brand of management summaries and knowledge. However, over the years, I've become disillusioned with the HBSP editoral style and model of publishing management/general business books.
Funny how many of their titles are written by Harvard Business School professors. Basically, the professors -- Olympian guardians of all management ideas and "know-how" -- are writing books telling practicing managers (middle to senior level) how to maximize their leadership styles and their corporate profits.
Anyhow, I believe that HBSP has recently released a rather improved book, "A Bias for Action," written by Heike Bruch and Sumantra Ghoshal. It strives to explain the idea that effective managers aren't necessarily busy managers. Busy managers being those who find comfort in just being active, without a vision or long-term goal for their group or team. It asks the question: what can we do as a managerial class to become more effective and focused?
What really shines through (and caught my attention) is the book's underlying theme that willpower is a major force for success. Willpower, to the authors, is a combination of energy and focus. There are several traps/pitfalls that are outlined:<ul><li>Trap of overwhelming demands
<li>Trap of unbearable constraints
<li>Trap of unexplored choices
</ul>What I've found most favorable is the authors' strategy of finding a goal and protecting your intentions. Inevitable setbacks will occur. Great managers and leaders know how to deflect that and concentrate on the positive energy by thinking about past successes, envisioning the goal, controlling your confidence, or talking with a mentor.
The latter half of the book deals with CEO-level management and how they can program their organizations to exhibit the environment that enable managers to become "purpose-driven." Depending on your role in the organization, this half may not be too useful.
Funny how many of their titles are written by Harvard Business School professors. Basically, the professors -- Olympian guardians of all management ideas and "know-how" -- are writing books telling practicing managers (middle to senior level) how to maximize their leadership styles and their corporate profits.
Anyhow, I believe that HBSP has recently released a rather improved book, "A Bias for Action," written by Heike Bruch and Sumantra Ghoshal. It strives to explain the idea that effective managers aren't necessarily busy managers. Busy managers being those who find comfort in just being active, without a vision or long-term goal for their group or team. It asks the question: what can we do as a managerial class to become more effective and focused?
What really shines through (and caught my attention) is the book's underlying theme that willpower is a major force for success. Willpower, to the authors, is a combination of energy and focus. There are several traps/pitfalls that are outlined:<ul><li>Trap of overwhelming demands
<li>Trap of unbearable constraints
<li>Trap of unexplored choices
</ul>What I've found most favorable is the authors' strategy of finding a goal and protecting your intentions. Inevitable setbacks will occur. Great managers and leaders know how to deflect that and concentrate on the positive energy by thinking about past successes, envisioning the goal, controlling your confidence, or talking with a mentor.
The latter half of the book deals with CEO-level management and how they can program their organizations to exhibit the environment that enable managers to become "purpose-driven." Depending on your role in the organization, this half may not be too useful.
18 von 22 Kunden fanden die folgende Rezension hilfreich
An Executive Coach and Leadership Primer
15. April 2004
Format:Gebundene Ausgabe
Required reading for anyone who aspires to success in business. The first half does the job on an Executive Coach. The second half explains why some people at some companies can transition from good to great -- and provide more insight than the Collins book on the process. I like the authors approach -- based in accepted scholarly theories -- and not just another bunch of stories from personal experiences (although there are a good many of those here too). Notwithstanding, I'm recommending this to my clients and associates; and, I've already instituted certain changes with the expectation of being more effective.
6 von 6 Kunden fanden die folgende Rezension hilfreich
Not Just a Collection of Cliches
25. Dezember 2005
Format:Gebundene Ausgabe|Von Amazon bestätigter Kauf
I purchased this book when it first came out, and skimmed through the first few chapters. At that time I thought it was another collection of motivational cliches; the kind of rubbish one finds in Robbins' Unleash-the-Real-Man-In-You pulp motivationals. So the book drifted about from desk to desk for quite a long time, mostly unread.
A few things changed, however. I found myself needing to motivate personnel after several missed deadlines, and high absenteeism; including among them lead programmers and team champions. Despite my experience in project management and a background in counselling, I was floundering for a while - seeking carrots and sticks, and unsure of how to get the best out of my people. Then I read Peters' and Waterman's "In Search of Excellence", Collins' and Porras' "Built to Last" and Roberts' "The Modern Firm." (the last of these being the best of this genre; very strongly recommended).
Finally I returned to "A Bias for Action" and this time the big picture presented by the book and the recommendations for managerial action (checklists of questions, for example) made complete sense. I realized that this was anything but another collection cliched motivational slogans. This book is based on empirical research, and that makes the difference.
When you come to it as a manager facing motivational problems among your senior staff, you will discover here the solutions to the problems you face; not in a cook-book fashion, but rather the big picture and with broad principles. And among them you will find specific schemes for re-thinking the motivational dynamics in your firm and implementing constructive change.
Using this book, with several others on coaching adults, I am putting together a coaching programme for my staff. The material in "A Bias For Action" has already provided valuable material for this programmme. I shall not characterize this book as a must-read for every manager; but it is a very useful addition to the reading list for managers who are confronting motivational problems among senior staff.
A few things changed, however. I found myself needing to motivate personnel after several missed deadlines, and high absenteeism; including among them lead programmers and team champions. Despite my experience in project management and a background in counselling, I was floundering for a while - seeking carrots and sticks, and unsure of how to get the best out of my people. Then I read Peters' and Waterman's "In Search of Excellence", Collins' and Porras' "Built to Last" and Roberts' "The Modern Firm." (the last of these being the best of this genre; very strongly recommended).
Finally I returned to "A Bias for Action" and this time the big picture presented by the book and the recommendations for managerial action (checklists of questions, for example) made complete sense. I realized that this was anything but another collection cliched motivational slogans. This book is based on empirical research, and that makes the difference.
When you come to it as a manager facing motivational problems among your senior staff, you will discover here the solutions to the problems you face; not in a cook-book fashion, but rather the big picture and with broad principles. And among them you will find specific schemes for re-thinking the motivational dynamics in your firm and implementing constructive change.
Using this book, with several others on coaching adults, I am putting together a coaching programme for my staff. The material in "A Bias For Action" has already provided valuable material for this programmme. I shall not characterize this book as a must-read for every manager; but it is a very useful addition to the reading list for managers who are confronting motivational problems among senior staff.
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