First, Break All the Rules

First, Break All the Rules pdf epub mobi txt 电子书 下载 2025

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。

出版者:Simon & Schuster Ltd
作者:Marcus Buckingham
出品人:
页数:270
译者:
出版时间:1999-5-5
价格:GBP 18.99
装帧:Hardcover
isbn号码:9780684852867
丛书系列:
图书标签:
  • 管理 
  • 商业 
  • 人力管理 
  • 个人提升 
  • 创新 
  • 创业 
  • 英语 
  • 职业 
  •  
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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.

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基本就是围绕12个问题展开的 1.我知道对我的工作要求吗? 2.我有做好我的工作所需要的材料和设备吗? 3.在工作中,我每天都有机会做我最擅长做的事吗? 4.在过去的七天里,我因工作出色而受到表扬吗? 5.我觉得我的主管或同事关心我的个人情况吗? 6.工作单位有人鼓励我...  

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阅读时间:2008年9月 题材范围:人力资源,员工管理 朋友借给我的书,断断续续用了一个月才看完。 刚写了一半,网页就消失了,只好重写,气死我了! 随便记点吧。 员工整体满意度: 大本营-我的获取 1知道对我的工作要求 2有做好工作所需的材料和设备 一号营地-我的奉献 3有...  

用户评价

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如何做好一个中层,注重人的天性,注重结果

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有不错和创意的理念,只是实践难。

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如何做好一个中层,注重人的天性,注重结果

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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。

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我已经读两次。

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