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Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency [Kindle Edition]

Tom Demarco
3.7 von 5 Sternen  Alle Rezensionen anzeigen (3 Kundenrezensionen)

Kindle-Preis: EUR 8,68 Inkl. MwSt. und kostenloser drahtloser Lieferung über Amazon Whispernet

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Produktbeschreibungen

Amazon.de

Another entry in the small but growing management library that suggests purposely slowing down and smelling the roses could actually boost productivity in today's 24/7 world, Tom DeMarco's Slack stands out because it is aimed at "the infernal busyness of the modern workplace." DeMarco writes, "Organizations sometimes become obsessed with efficiency and make themselves so busy that responsiveness and net effectiveness suffer." By intentionally creating downtime, or "slack," management will find a much-needed opportunity to build a "capacity to change" into an otherwise strained enterprise that will help companies respond more successfully to constantly evolving conditions. Focusing specifically on knowledge workers and the environment in which they toil, DeMarco addresses the corporate stress that results from going full-tilt, and offers remedies he thinks will foster growth instead of stagnation. Slack, he contends, is just the thing to nurture the out-of-box thinking required in the 21st century, and within these pages, he makes a strong case for it. --Howard Rothman

Amazon.com

Another entry in the small but growing management library that suggests purposely slowing down and smelling the roses could actually boost productivity in today's 24/7 world, Tom DeMarco's Slack stands out because it is aimed at "the infernal busyness of the modern workplace." DeMarco writes, "Organizations sometimes become obsessed with efficiency and make themselves so busy that responsiveness and net effectiveness suffer." By intentionally creating downtime, or "slack," management will find a much-needed opportunity to build a "capacity to change" into an otherwise strained enterprise that will help companies respond more successfully to constantly evolving conditions. Focusing specifically on knowledge workers and the environment in which they toil, DeMarco addresses the corporate stress that results from going full-tilt, and offers remedies he thinks will foster growth instead of stagnation. Slack, he contends, is just the thing to nurture the out-of-box thinking required in the 21st century, and within these pages, he makes a strong case for it. --Howard Rothman

Produktinformation

  • Format: Kindle Edition
  • Dateigröße: 829 KB
  • Seitenzahl der Print-Ausgabe: 240 Seiten
  • Verlag: Crown Business (27. November 2001)
  • Verkauf durch: Amazon Media EU S.à r.l.
  • Sprache: Englisch
  • ASIN: B004SOVC2Y
  • Text-to-Speech (Vorlesemodus): Aktiviert
  • X-Ray:
  • Durchschnittliche Kundenbewertung: 3.7 von 5 Sternen  Alle Rezensionen anzeigen (3 Kundenrezensionen)
  • Amazon Bestseller-Rang: #150.536 Bezahlt in Kindle-Shop (Siehe Top 100 Bezahlt in Kindle-Shop)

  •  Ist der Verkauf dieses Produkts für Sie nicht akzeptabel?

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3.7 von 5 Sternen
3.7 von 5 Sternen
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14 von 14 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Haste makes waste / Eile mit Weile 19. Februar 2003
Format:Taschenbuch
Do you feel that the pace at your workplace is maddening, but fewer and fewer seems to get done? Than this is the book for you. DeMarco analyzes the root causes for todays crazy and unfulfilling work experience. Examples and hard facts are presented to support his views. If you feel that you have nothing to substantiate your views, this book will provide the necessary material.
DeMarco shines a penetrating light on "established truths" (read: management fads) and proves several "logical conclusions" that might apply to the world of the assembly line do not work (indeed, are counterproductive) in the realm of knowledge work.
This book is bound to be another classic, just like DeMarco's "PeopleWare" (co-authored with Timothy Lister) - and again some people will say: "But it's just common sense"! So, why isn't anybody using it?
=====
Haben Sie das Gefuehl, dass Sie immer schneller und mehr arbeiten muessen, aber immer weniger Ergebnisse zustandebringen? Dann ist dieses Buch fuer Sie. DeMarco analysiert die grundlegenden Ursachen, warum in vielen Betrieben die Arbeit heutzutage keinen Spass mehr macht und unbefriedigend ist. Der Autor untermauert seine Ansichten durch Beispiele und Fakten. Wenn Sie das Gefuehl haben, dass Ihnen die Argumente fehlen, um Ihre Ansicht zu belegen, dann wird Sie Ihnen dieses Buch liefern.
DeMarco beleuchtet einige "ewige Wahrheiten" (sprich Modetrends im Management) und beweist, dass einige "logische Schluesse" die vielleicht fuer das Fliessband gelten, in der Welt der Wissensarbeiter nicht nur nicht funktionieren, sondern sogar Schaden anrichten koennen.
Dieses Buch wird ein Klassiker werden, genau wie DeMarcos Werk "PeopleWare" (mit Timothy Lister als Co-Autor) - und wieder werden einige Leute sagen: "Aber das ist doch alles nur gesunder Menschenverstand!". Aber bitte, warum benutzt ihn dann niemand?
War diese Rezension für Sie hilfreich?
2.0 von 5 Sternen Learning in agile organizations 5. August 2014
Von Edward
Format:Kindle Edition|Verifizierter Kauf
I was reading this book in hope of arguments for slack and learning in an Agile team. However I found many of the statements outdated, the importance of middle management, not paying attention to bugs/quality of software and specialisation instead of a T/shaped worker
Then references to a panasonic phone, photoshop/images and Kodac films does make the book feel outdated.

I had higher expectations...
War diese Rezension für Sie hilfreich?
Format:Gebundene Ausgabe|Verifizierter Kauf
Tom DeMarco ist im Angelsächsischen als kluger Management-Berater bekannt. Aber nicht im üblichen Sinn. DeMarco schreibt in seinen Büchern ganz und gar nicht das, was das Top-Management gerne liest. Auch in diesem Buch zeigt er klar und deutlich auf, dass es auf komplexe Probleme keine einfachen Antworten gibt. Ich als Projektleiter bei Softwareprojekten habe ich dem Buch viele Probelmbeschreibungen gefunden, die mir auch schon untergekommen sind. DeMarco denkt aber weiter. Er macht auch Ursachen aus und macht kluge Vorschl#ge, wie die Probleme vermieden werden können. Das Beste aber, er munitioniert den leder auch mit Argumenten, die beim Überzeugen des eigenen Chefs helfen können. PS: Das Buch ist auch bei durchschnittlichen Englischkenntnissen gut lesbar.
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Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)
Amazon.com: 4.1 von 5 Sternen  58 Rezensionen
55 von 60 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Good ROI on this book 5. Februar 2005
Von Amazon Customer - Veröffentlicht auf Amazon.com
Format:Taschenbuch|Verifizierter Kauf
This book is very humble both in its size and format but contains some true pearls of wisdom. Here are some of the highlights that I will retain from this easy and pleasant read:

* In our constant quest to make our organizations more efficient (reduction of overhead, standardization of processes, overworking management and resources), we have actually made them less effective. The solution lies in (re)introducing `slack'. Slack is the lubricant required to effect change, it is the degree of freedom that enables reinvention and true effectiveness.

* Multitasking and overtime, thought to be ways of getting the most out of the teams, are actually having a negative impact on productivity. Multitasking, specifically for knowledge workers, causes at least a 15% penalty in productivity. It is much higher for tasks (such as troubleshooting or design for instance) that require complete immersion before the resource can actually make progress. Systematic overtime is also proven to be an ineffective way of improving project cycle-time. While it may provide short term gains, the demands it puts on resources quickly reduces their productivity and effectiveness. An alternative to systematic overtime are well calculated and well timed sprints (focused and value-added, yet handled as exceptions).

* Overworked managers also have a very negative impact on organizational effectiveness. It is indeed managers, and more specifically middle managers, that can the most effectively champion and effect change in organizations. The more overworked they are, the less time they have to reinvent the ways of working. Those same middle managers will be most effective in bringing about positive changes if they can collaborate with each other, which in turns requires that organizations stop fostering destructive internal competition.

* Prescriptive processes, pushed top-down, are a form of disempowerment. They are a result of fearful management that is allergic to failure. These processes succeed in dictate every aspect of how you should do you work but fail in providing guidance in doing the `hard parts'. They are often heavy and form an armor that reduces the mobility and agility of teams, hence resulting in less competitive organizations. The solution is to put the ownership of processes between the hands of those who do the work.

* An effective change manager is a person that can remonstrate, repeat, correct, encourage, cajole, motivate, and has great powers of persuasion. He/she is less of a boss and more of a negotiator. Great change managers have a lot of markers to call in. Markers come from favors done and confidence earned in the past. They have built a reservoir of trust and tap into it to entice their people to embrace change. Change managers have to come from within the organization, a stranger has no markers to call in, just a little `honeymoon capital'.

* The best time to introduce change is in a period of growth. Decline causes anxiety and makes people more resistant to change.
35 von 37 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen A merciless exposure of self-indulgent management 13. Februar 2005
Von T. D. Welsh - Veröffentlicht auf Amazon.com
Format:Taschenbuch
It's about 100 years since Frederick Winslow Taylor introduced the philosophy of "scientific management", with its offspring such as the time-and-motion study and the mythical man-month. That's about how long it takes for a big idea to soak into the awareness of managers everywhere - especially those who are more committed to looking good than to managing well.

Tom DeMarco, co-author (with Tim Lister) of the magnificent "Peopleware", has done it again. Although "Slack" runs a little over 200 pages, you will probably read it in less than four hours because it is actually quite hard to put down. You will keep on thinking, "Yes, I've seen that!" and "Those words ring a bell".

In the course of his consultancy practice, which has taken him into many organizations including Apple, HP, Lucent and IBM, DeMarco has noticed a lot of counterproductive management behaviour. Many acts and policies that look good in the short term lead to corporate death in the longer term. More specifically, it is always possible to squeeze out a few more percentage points of "efficiency" - but only at the cost of damaging morale, precipitating burnout and losing the flexibility without which sensible decisions cannot be made.

Faster isn't always better. Effectiveness matters more than efficiency. People are not interchangeable "resources". Without challenge and growth, the best employees soon leave. Overheads are not necessarily bad. Consciously or subconsciously, we already know these things. DeMarco just hammers them home so we will never forget them again.

I really have only one quibble with "Slack". DeMarco has no business criticising Dilbert and his fellow engineers for "giving up" on their pointy-haired bosses. Sure, employees have a responsibility to make allowances and go the extra mile - but the PHBs systematically abuse every extra bit of slack that anyone cuts them. That's part of the joke, of course.

This is not just a book that will confirm your suspicions, and reassure you that you are not the one who is going mad. It's a simple, easily-understood message that everyone in business needs to hear. Most of all those right at the top - DeMarco says that many employees have told him, "I wish my boss could be here now to hear you say that".
32 von 35 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen People are not machines, surprise surprise! 13. April 2001
Von Joanna Daneman - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
About time someone wrote about human nature and the fact that people are not machines. The myth of "total efficiency" still persists in the workplace.
This book is in sharp contrast to practices that have plagued the workers for decades; women who sewed in sweatshop factories in the early 1900's were carefully monitored on how long they took to make bathroom breaks. Even now software is available that can count every keystroke a worker makes (to check on their efficiency.) The dream that careful monitoring and structuring of the workplace to get the maximum "juice" out of workers is disproved in this book.
This isn't even totally new information; a very old study found that brightening the lights in a factory improved performance. Then another study found that DIMMING the lights also improved performance. In other words, people are not machines. They need downtime, change, meaningful work and mental breaks or they burn out. A very timely and helpful book.
25 von 28 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen At least I know I'm not Alone! 15. Mai 2001
Von Gina Califano - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
I just finished reading Slack by Tom DeMarco, and it's not usual for me to agree with consultants. However, DeMarco hits the mark on a lot of points with me, particularly the issue of burnout. The book's major premise is that companies are so preoccupied with making themselves "lean" that they are overworking the middle management layer that is left to pick up the pieces. I think everyone knows that Wall Street loves the restructuring charges and the layoffs that come with it, but DeMarco illustrates effectively how overworking your "knowledge" base can actually decrease productivity in the long haul. Along with the overworking theme is the basic fact that middle management in an office environment is not like an employee in the factory - if you want to maximize the knowledge base, you need to provide enough support for them. Otherwise, without "slack", management is not able to institute change and a positive work environment. I would recommend this book for anyone who works 12 hour days, weekends and/or can't take a vacation because a day away from the office = two days of work when you get back. It is a quick read - the chapters are brief and it is tailored for those who only want the facts. And when your done, give this to your boss right before you ask for additional employees in your department.
18 von 20 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Highly Recommended! 11. Juni 2001
Von Rolf Dobelli - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
Author Tom DeMarco presents a compelling case against total efficiency, which - he explains convincingly - can actually slow down work processes, undermine office morale and corrupt positive change. Leave some slack in your system, he says, so people have a chance to do their best and grow, which will result in a more effective organization. He includes some simple flow charts to help illustrate these ideas, along with examples of management methods that work and some that don't. We [...] particularly like his details about managing knowledge workers. The book is divided into almost three dozen short, to-the-point chapters. Each one highlights a different problem caused by lack of slack time, and suggests a solution. This pleasant read will intrigue both executives and managers. If you don't have time to read it, maybe you're being too efficient.
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