出版社: Simon & Schuster Ltd
副标题: What the World's Great Managers Do Differently ()
出版年: 1999-5-5
页数: 270
定价: GBP 18.99
装帧: Hardcover
ISBN: 9780684852867
内容简介 · · · · · ·
The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person...
The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.
First, Break All the Rules的创作者
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马库斯·白金汉 作者
作者简介 · · · · · ·
马库斯·白金汉领导了盖洛普公司长达20年的研究,旨在识别优秀经理和良好工作环境的核心特征。他是盖洛普领导术学院的高级讲师。
柯特·科夫曼在全球范围领导盖洛普工作环境评测和管理项目。他经常就如何建立高效率和顾客至上的工作环境为客户公司提供咨询。
喜欢读"First, Break All the Rules"的人也喜欢 · · · · · ·
First, Break All the Rules的书评 · · · · · · ( 全部 58 条 )
非专业人士的管理启蒙书,专业人士的枕边参考书
从心理学角度而言,盖洛普公司的东西确实有用
每个人都呼吸着不一样的精神氧气.....
> 更多书评 58篇
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在这本书的论坛里发言这本书的其他版本 · · · · · · ( 全部2 )
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中国青年出版社 (2002)7.9分 1666人读过
在哪儿借这本书 · · · · · ·
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订阅关于First, Break All the Rules的评论:
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0 有用 南天门 2013-12-26 13:15:49
对管理者来说,改变一个人不如按他的能力给他合适的任务。对一个公司来说,现管直接决定公司的命运。本书不仅仅对管理者有用,对于一个雇员来说,可以用本书来判断他本人在这个经理下是否能有作为。
0 有用 OliviA__透明控 2019-01-02 14:44:59
self discovery//最难的还是认识人 认识自己就已经很难了 更不用说认识别人 还要把这个人放在适合TA的位置上…我可能连自己有什么talent都认识不清楚…不过关于skill knowledge和talent那段醍醐灌顶 但是实践起来不容易 毕竟简历上都是skill
0 有用 eyofoaix 2013-11-06 04:55:16
本来没有想看,看后觉得比预想好些的xx书之二。又是送的,差点可以签名版。最有效的是关于个体差异和本性难移的阐述。后期难免xx书的翻来覆去啰里八嗦不过还是略有些信息含量的
0 有用 我在故我思 2017-03-07 05:21:22
为了打破常规而打破常规也算是进步么?
0 有用 Initial_X 2014-10-09 09:07:39
据说是管理入门经典。conventional wisdom有四条做法,however,great managers却有另外的对应四条做法。12个最重要的管理测评问题。一个核心:将每个员工区别对待(人尽其才,而不是试图改进缺点)
0 有用 Jackie 2021-06-05 15:31:30
不知为啥这段时间读啥都觉得没啥意思
0 有用 密歇根湖一阵风 2019-06-07 22:46:16
美国搬家几次 一直留着这一本
0 有用 OliviA__透明控 2019-01-02 14:44:59
self discovery//最难的还是认识人 认识自己就已经很难了 更不用说认识别人 还要把这个人放在适合TA的位置上…我可能连自己有什么talent都认识不清楚…不过关于skill knowledge和talent那段醍醐灌顶 但是实践起来不容易 毕竟简历上都是skill
0 有用 我在故我思 2017-03-07 05:21:22
为了打破常规而打破常规也算是进步么?
0 有用 欲望莎儿 2014-12-29 20:39:50
美国导师在研讨会课推荐的 还有关于此书的作业 挑选随意的一章写5页感想 我选的是 select talent. 还没有读完,断断续续挑着读,感觉浅显易懂,基本上全是大白话。