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First, Break All The Rules (Englisch) Taschenbuch – 20. Juni 2005


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Produktinformation

  • Taschenbuch: 320 Seiten
  • Verlag: Simon & Schuster UK; Auflage: New (20. Juni 2005)
  • Sprache: Englisch
  • ISBN-10: 1416502661
  • ISBN-13: 978-1416502661
  • Größe und/oder Gewicht: 13,3 x 2,1 x 20 cm
  • Durchschnittliche Kundenbewertung: 4.2 von 5 Sternen  Alle Rezensionen anzeigen (76 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 1.797 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

Amazon.de

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 Organisation 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. 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 organised, this book tells you exactly how to improve as a supervisor. --Dan Ring -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

Pressestimmen

"Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read."–Jeffrey Pfeffer, Stanford Business School Professor and author of The Human Equation: Building Profits by Putting People First

"This book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading."–Bradbury H. Anderson President and COO, Best Buy

"This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader."–Michael W. Morrison Dean, University of Toyota

"First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit."–Kevin Cuthbert Vice President, Human Resources, Swissôtel

"Finally, something definitive about what makes for a great workplace."–Harriet Johnson Brackey Miami Herald

"Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization."– Bernie Marcus former Chairman and CEO, Home Depot

"The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how."–David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard

"As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future."–Marilyn Carlson Nelson President and CEO, Carlson Companies -- Dieser Text bezieht sich auf eine andere Ausgabe: Audio CD .

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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Rückseite
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Kundenrezensionen

Die hilfreichsten Kundenrezensionen

8 von 8 Kunden fanden die folgende Rezension hilfreich Von Ein Kunde am 23. August 2001
Format: Broschiert
In dem Buch stellen die Autoren die Ergebnisse von langjährigen Forschungen des Gallup-Institutes in den USA vor und zwar ohne große statistische Werke. Das Institut befragte führende Manager und ihre Mitarbeiter. Aus diesen Befragungen heraus wurden zwölf Kernfragen entwickelt, die die wichtigesten Fakten zum Thema Führung beinhalten. Können alle diese Fragen positiv beantwortet werden, so kann eine Führungskraft die besttalentiertesten Mitarbeiter nicht nur anziehen und stärken, sondern auch halten. Interessanterweise bemühen sich die besten Manager der Welt darum von ihren besten Mitarbeitern zu lernen und mit ihnen die meiste Zeit zu verbringen. Die zwei wichtigsten Fragen aus der zwölf Fragen Liste sind folgende: Weis ich, was von mir bei der Arbeit erwartet wird? Habe ich die Materialien und die Ausstattung, die die benötige um meine Arbeit richtig zu machen?
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2 von 2 Kunden fanden die folgende Rezension hilfreich Von Shashi Kant am 19. Juni 2000
Format: Hörkassette
"First, Break All the Rules: What the World's Greatest Managers Do Differently" is an excellent book, which will help not only the managers, but all other talented employees as well, who have the potential and will eventually become great managers. This book extols the wonders and potential of human resource development in organizations of all sizes.
The authors, Marcus Buckingham and Curt Coffman, based on Gallup's interviews over a period of 25 years with about 1 million staff and 80,000 managers from over 400 companies pinpoint "four keys" to evaluate the performance of an organization in general. This reflects the competence of the managers to get the best in terms of: - Selecting the staff for talent (not just for experience, which can be acquired and needs be updated with rapid change in technology), - defining the right results expected (and should be clearly understood by the individual), - focusing on strength of employees (leaving scope for their professional growth), and - finding the right fit for all of them.
Since employees are individuals and to get best out of them, the manager has to spend lots of time with each of them, make them comfortable and listen to them. How much successful the manager is with respect to these four keys, will be reflected in terms of performance in assignments or projects the company has undertaken.
I am a firm believer that employees will do what you pay them to do (in terms of responsibility and recognition, scope for professional growth, appreciation and salary).
The authors reach the conclusion that a company that lacks great frontline managers will bleed talent (or, will produce 'talented deadwoods'), no matter how attractive the compensation packages are!
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2 von 2 Kunden fanden die folgende Rezension hilfreich Von Ein Kunde am 17. Februar 2000
Format: Gebundene Ausgabe
The title of the book is a misnomer. If you purchase the book expecting to encounter an unconventional and original theory of management, you will be sadly disappointed. What you will find is a book full of cleverly presented platitudes.
For example, the authors really hammer home the point, 'Don't try to draw in what's been left out. Instead you should draw out what's been left in.' The authors explain that each person has his or her own unique talents. Instead of wasting energy getting people to overcome their weaknesses, great managers learn to get the most out the talents their employees already possess. (We merely good managers don't do this, only the great ones do). They go on to suggest that great managers then place people where their innate talents will do the organization the most good.
If a football coach were to apply this revolutionary bit of wisdom he might allow Kurt Warner to play quarterback instead of making him work on his blocking skills as an offensive lineman. Or he might let Randy Moss catch the ball instead of teaching him tackling skills he can use as the new middle linebacker. You get the idea. The rest of the insights into the thinking of great managers is much the same. There's nothing insightful about it.
And don't let all the research fool you. The authors certainly have done a massive number of surveys and interviews and some of this information is interesting. But the conclusions they draw are only loosely connected to the research. I'm left with the impression that they would have presented the same paradigm of management had the survey results been much different.
I often circulate my books and audio tapes among my management team. But I won't waste anyone's time with this one.
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1 von 1 Kunden fanden die folgende Rezension hilfreich Von Amazon Customer am 21. März 2000
Format: Hörkassette
This is based on extensive research (80,000 managers, 1 million employees, 400 companies) so it is difficult to challenge its findings. Nevertheless, I was hoping for something a bit more radical.
Great managers focus on the basics (making sure that their poeple know what is expected of them, provding continuous feedback, getting to know their people as people). This may not really ground breaking but the view that we all have talents and non-talents and there is nothing we can do to turn around our non-talents is certainly a challenge to the American school of thought (e.g. Brian Tracy and Anthony Robbins - you can do what you want and be what you want).
Nicely structured, the tape takes you through understanding the differences between talent, knowledge and skills, the ways you select, motivate and develop people right the way through to how you set clear expectations and help manage people's career development.
Very practical and well worth listening to.
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