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With a new foreword by Ken Blanchard How management can effectively rid themselves of 'monkeys' -- other people's responsibilities that cling to them and prevent them managing efficiently. This book explains in simple-minded if abstract terms how to achieve a balance between supervision and delegation for reduced tension and improved productivity in the workplace. 'There is a high correlation between self-reliance and morale,' stress the authors. With humour and logic they describe the delicate business of assigning monkeys to the right masters and keeping them healthy, i.e., fed and cared for: '! if monkeys are managed properly, you don't have to manage people so much.'
Synopsis
How management can effectively rid themselves of 'monkeys' -- other people's responsibilities that cling to them and prevent them managing efficiently. This book explains in simple-minded if abstract terms how to achieve a balance between supervision and delegation for reduced tension and improved productivity in the work-place. "There is a high correlation between self-reliance and morale," stress the authors. With humor and logic they describe the delicate business of assigning monkeys to the right masters and keeping them healthy, i. e. , fed and cared for: " ...if monkeys are managed properly, you don't have to manage people so much.
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Format:Gebundene Ausgabe
Many people in an organization focus on managing the boss rather than doing their own job. What better way to manage the boss than to constantly seek her/his guidance on everything? Then, the boss can be flattered that you want his/her help, and will also take the blame if anything goes wrong. Insecure bosses like to be involved, so that fewer "errors" occur.
This wonderful book points out that no one can learn without making errors. Also, if you and your subordinate are doing the same job, one of you is superfluous. A common source of stalled thinking in this area is focusing on the fact that you, as manager, can do the job better and faster than you can teach the task or job to someone. What managers fail to realize is that someone closer to the source of the problem should be able to come up with a better solution. Also, the time taken to teach someone else to do the task is usually much less over a year or two than the time taken to help someone learn the task.
The key problem is that we all like to fall back on doing what we are comfortable with and are good at rather than new challenges where we are not so competent. Banish that feeling!
This book gives you lots of practical ideas for how to respond to efforts by your subordinates and colleagues to delegate their work and responsibility to you. You will learn how to see them coming and to keep the monkey where it belongs: with them.
If you find that you are pressed for time, this book is an important source of ideas to free up your life to have less stress while you and your organization both accomplish more.
Good luck with taking care of your monkey business! It's an important step toward developing an irresistible growth enterprise.
Format:Taschenbuch
I read this book 15 years ago when I was a junior. I based delegation courses on it when I was a management trainer. I spread it around our whole company as a human resources director.
The book is enlightening and fun to read. It gives new managers a simple and systmatic approach how to solve excessive work loads by efficient, step by step delegation.
The book is enlightening and fun to read. It gives new managers a simple and systmatic approach how to solve excessive work loads by efficient, step by step delegation.
Format:Taschenbuch
This book does a great job of helping people focus on their own work.
Many people in an organization focus on managing the boss rather than doing their own job. What better way to manage the boss than to constantly seek her/his guidance on everything? Then, the boss can be flattered that you want his/her help, and will also take the blame if anything goes wrong. Insecure bosses like to be involved, so that fewer "errors" occur.
This wonderful book points out that no one can learn without making errors. Also, if you and your subordinate are doing the same job, one of you is superfluous. A common source of stalled thinking in this area is focusing on the fact that you, as manager, can do the job better and faster than you can teach the task or job to someone. What managers fail to realize is that someone closer to the source of the problem should be able to come up with a better solution. Also, the time taken to teach someone else to do the task is usually much less over a year or two than the time taken to help someone learn the task.
The key problem is that we all like to fall back on doing what we are comfortable with and are good at rather than new challenges where we are not so competent. Banish that feeling!
This book gives you lots of practical ideas for how to respond to efforts by your subordinates and colleagues to delegate their work and responsibility to you. You will learn how to see them coming and to keep the monkey where it belongs: with them.
If you find that you are pressed for time, this book is an important source of ideas to free up your life to have less stress while you and your organization both accomplish more.
Good luck with taking care of your monkey business! It's an important step toward developing an irresistible growth enterprise.
Many people in an organization focus on managing the boss rather than doing their own job. What better way to manage the boss than to constantly seek her/his guidance on everything? Then, the boss can be flattered that you want his/her help, and will also take the blame if anything goes wrong. Insecure bosses like to be involved, so that fewer "errors" occur.
This wonderful book points out that no one can learn without making errors. Also, if you and your subordinate are doing the same job, one of you is superfluous. A common source of stalled thinking in this area is focusing on the fact that you, as manager, can do the job better and faster than you can teach the task or job to someone. What managers fail to realize is that someone closer to the source of the problem should be able to come up with a better solution. Also, the time taken to teach someone else to do the task is usually much less over a year or two than the time taken to help someone learn the task.
The key problem is that we all like to fall back on doing what we are comfortable with and are good at rather than new challenges where we are not so competent. Banish that feeling!
This book gives you lots of practical ideas for how to respond to efforts by your subordinates and colleagues to delegate their work and responsibility to you. You will learn how to see them coming and to keep the monkey where it belongs: with them.
If you find that you are pressed for time, this book is an important source of ideas to free up your life to have less stress while you and your organization both accomplish more.
Good luck with taking care of your monkey business! It's an important step toward developing an irresistible growth enterprise.
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A new way to work less and be more efficient
The one minute manager's symbol, a one-minute readout from the face of a modern digital watch, is intended to remind each of us to take a minute out of our day to look into the... Lesen Sie weiter...
Veröffentlicht am 5. April 2000 von Sami Fgaier
GET YOUR ORGANIZATION OFF YOUR BACK
In my role as advisor to CEOs, I find one of their major problems is taking on all of the decision-making in their companies. Lesen Sie weiter...
Am 6. April 1999 veröffentlicht
Just to Sum it up..
The One Minute Manager's symbol- a one-minute readout from the face of a modern digital watch- is intended to remind each of us to take a minute out of our day to look into the... Lesen Sie weiter...
Am 25. März 1999 veröffentlicht
A must-read for managers!
The One Minute manager is my hero! He has done it again. The book is helping me overcome the "tyranny of the urgent" so that I can give my best energy to the most... Lesen Sie weiter...
Am 9. Februar 1999 veröffentlicht
Best idea ever on how to reverse "upward delegation!"
I do leadership seminars for managers called "Survival Tactics for the 21st Century Jungle," and find that many of you are suffering from self inflicted wounds when it... Lesen Sie weiter...
Am 23. August 1998 veröffentlicht
One of the best books I have read. And, reread, and reread.
Not just for managers! Read this if you're managed. Read this if you're a parent. Easy-to-read, quick read. Get this book. Lesen Sie weiter...
Am 10. Juli 1998 veröffentlicht
One of the greates book I have ever read
It will help you understand the different "monkeys" and the "owners" that many times we end taking care of... Lesen Sie weiter...
Am 28. Mai 1998 veröffentlicht
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