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In Search of Excellence [Englisch] [Taschenbuch]

Tom Peters
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15. April 2004
The "Greatest Business Book of All Time" (Bloomsbury UK), In Search of Excellence has long been a must-have for the boardroom, business school, and bedside table. Based on a study of forty-three of America's best-run companies from a diverse array of business sectors, In Search of Excellence describes eight basic principles of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these organizations successful. This phenomenal bestseller features a new Authors' Note, and reintroduces these vital principles in an accessible and practical way for today's management reader.

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  • Taschenbuch: 384 Seiten
  • Verlag: Profile Books; Auflage: 2nd Revised edition (15. April 2004)
  • Sprache: Englisch
  • ISBN-10: 1861977166
  • ISBN-13: 978-1861977168
  • Größe und/oder Gewicht: 13 x 19,4 cm
  • Durchschnittliche Kundenbewertung: 4.2 von 5 Sternen  Alle Rezensionen anzeigen (19 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 32.427 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)

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Required reading International Management Magazine A landmark book, without question the most important and useful book on what makes organisations effective, ever written Warren Buffet One of those rare books on management that is both consistently thought-provoking and fun to read Wall Street Journal


In 1999 Americans rated In Search of Excellence one of the 'top three business books of the 20th century'. In 2000 Bloomsbury published an opinion poll ranking it 'The Greatest Business Book of All Time'. Now it is comprehensively updated for the 21st century by the authors.

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In diesem Buch (Mehr dazu)
Ausgewählte Seiten ansehen
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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Die hilfreichsten Kundenrezensionen
12 von 12 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen selecting on the dependent variable 26. Juli 2000
Von Ein Kunde
I don't have much to add to the other reviews here on the content, but as a couple of reviewers here have pointed out, there's a problem with the way they reached their conclusions. They chose a series of metrics as indicators of "excellence": they ranked companies on these metrics to identify a sample of "excellent companies": they then profiled these companies to find common features. Statisticians call this "selecting on the dependent variable": all excellent companies might have a certain feature, but you can only say that the feature has something to do with their excellence if non-excellent companies don't have it. The features that Peters picks out might be important, but the research they do doesn't in any way prove that.
There was a follow-up piece of research done some years later (not by the authors) in a paper called "excellence revisited", which argued that excellence was basically a temporary phenomenon, and that even these companies reverted to the mean. This looked at the "excellent companies" subsequent performance and found that on average, they had deteriorated significantly in all measures of performance. They then picked a sample of "non-excellent companies" using the same ranking criteria as the original book did at the time that the original research was done. Sure enough, these on average improved significantly in performance.
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Few people can lay claim to having created an industry. TomPeters can.
Tom Peters is widely credited with having created themanagement guru industry. Before him it is said that "management thinkers wrote articles in academic journals, gave the occasional seminar, and worked as consultants for a few large corporations". The biggest blockbusters sold under five hundred thousand books.
'In Search of Excellence', co-authored with Bob Waterman, is Tom Peters first book and sold over 6 million copies. Its success surprised their colleagues at McKinsey, who had laughed at the idea that Peters and Waterman would keep the royalties, "should the book sell 50 000 copies".
Two decades later, 'In Search of Excellence' is still one of the most readable management books. The eight characteristics of excellent companies, a bias for action, close to the customer, autonomy and entrepreneurship, productivity through people, hands-on values driven, stick to the knitting, simple form and lean staff, simultaneous loose-tight properties are all still relevant and still ignored today. It is written clearly, painting vivid pictures with anecdotes and examples from real companies.
Peters went on to become a megastar in the field of management entertaining, able to charge up to $80 000 for a one day show. The management guru industry is estimated to exceed a billion dollars and management books, including several by Peters himself, now regularly find their way into the best seller list. Peters'later writings have sometimes inspired and sometimes puzzled a new generation of managers.
This book is a classic. Great companies struggle to remain on top over an extended period. But the lessons learned endure. END
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1.0 von 5 Sternen maybe classic but outdated 19. Dezember 2004
Von Ein Kunde
A classic guru-book, cited by many business schools. However you cannot take this book seriously from a scientific point of view. Nice anecdotes, but no empirical evidence. In contrary: a lot of firms that are presented as succesful according to this book have had serious problems or went out of business since then. Nice for a plane read, not to be taken seriously.
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Von Ein Kunde
This book was the 1982 best-selling look at what were then excellent companies and an attempt to distill the eight attributes they had in common. It still ranks high as an important historical contribution, but two-thirds of the "excellent" companies disappeared, got acquired and disassembled, or went through extreme difficulties. Hindsight tells us the eight attributes were simply things those companies did well at the time, but were not the answer to longevity. In fact, at least five of the eight attributes appear to be detrimental now. However, this book is still a good read for those wishing to track the evolution of management thinking from at least early Drucker to the present.
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1.0 von 5 Sternen unscientific & misleading 12. Januar 1999
Von Ein Kunde
The notion that successful companies uniquely exhibit certain characteristics should have been demonstrated by comparing these companies with unsuccessful companies - by only having a successful population, no conclusions are valid.
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Von karl b.
How are great companies managed? What leads to their growth and sustained dominance of the marketplace? Peters and Waterman asked this question in 1982 and came up with answers which should have provided a scientific verification to the most idealistic prophets of capitalism. The answers were simple and constructive. Generally,
*Define yourself and your structure, then stick to the knitting.
*Nurture and reward employee excellence. Provide a climate of security and creativity in which employees developed loyalty and understanding of corporate values, and were in turn developed to their full potential.
*Establish long term customer relationships based on trust, high quality and value in products and service.
*Re-invest in and re-invent your company continuously within a defined sense of mission and social purpose.
Peters's and Waterman's project was to find what made the most successful companies of their time tick. In 1982 the hi-teck revolution, notably in personal computing, had just barely moved out of Steve Job's garage. A longstanding equilibrium between business prerogative and government intervention in issues of social equity and regulation of commerce, trade, workplace and markets had been in place since the Second World War. But this was under increasing pressure from well organized and financed corporate lobbies. Unsurprisingly at the end of this era of steady growth and popularly shared wealth the authors came up with a very positive take on corporate excellence and resultant success. Certainly some of these ideals are still ascendent in the most dynamic of business companies, the entrepreneurial sector. The case with bricks and mortar 'old' economic productive sector has been somewhat different.
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5.0 von 5 Sternen Evergreen
This evergreen is a true must-read for every manager or entrepreneur. It helps to get the basics of business success in scope again.
Veröffentlicht am 7. Januar 2011 von E. L. A. Doeselaar
5.0 von 5 Sternen Ein absoluter Klassiker der Management-Theorie
Warum schenkten die Mitarbeiter von American Airlines der trudelten Firma ein Flugzeug? Wieso haben manche Firmen explodierende Krankenstaende, waehrend andere vielmehr... Lesen Sie weiter...
Am 28. September 2001 veröffentlicht
5.0 von 5 Sternen Excellent!
This is the sort of text that provides one of the most whole analysis of the best practices of business. Lesen Sie weiter...
Veröffentlicht am 17. Mai 2000 von Conno
5.0 von 5 Sternen Use Positive Emotions for Positive Results
Life (and business) are a lot more fun if we are excited by and committed to what we are doing. This book reawakens our sense that organizations can be exciting and meaningful... Lesen Sie weiter...
Veröffentlicht am 20. April 2000 von Donald Mitchell
5.0 von 5 Sternen exit the vulcan
How far are you willing to go? This book answers the question in the affirmative, and for that I thank it. I was eight years old when I saw the episode about the killer bees. Lesen Sie weiter...
Veröffentlicht am 2. März 2000 von John R. Beer
5.0 von 5 Sternen Ability to Change and Adapt Quickly is a Must for Success
Although this book has become a teenager, it still reminds me of the fun of childhood by reading about all the successes those companies had in their "growing up" years... Lesen Sie weiter...
Veröffentlicht am 17. März 1999 von Myrna Vance (
5.0 von 5 Sternen This book becomes more valuable as time goes by.
In Search of Excellence is fun to read because we all grew up with the companies described, thought they were wonderful, and now know that many of them stumbled. Lesen Sie weiter...
Am 19. Februar 1999 veröffentlicht
Life (and business) are a lot more fun if we are excited and committed to what we are doing. This book reawakens our sense that organizations can be exciting and meaningful places... Lesen Sie weiter...
Am 5. Februar 1999 veröffentlicht
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