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22 Management Secrets to Achieve More With Less

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22 Management Secrets to Achieve More With Less

Action Steps Leaders Take to Boost Productivity

McGraw-Hill,

15 mins. de lectura
10 ideas fundamentales
Audio y Texto

¿De qué se trata?

As a manager, you know what’s working, and what isn’t, and you know who is working, and who isn’t. So, what can you do about it? Here’s how to cut red tape, streamline processes, and incite a productivity revolution...before the guillotine comes for you.

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Editorial Rating

8

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Recommendation

The biggest management secret is that managers know who is not producing and they know what isn’t working, and they don’t do anything about it. And why not? John H. Zenger argues that shameless managers know productivity is lagging. Every day, says he, managers deliberately overlook people and conditions that limit productivity. While he scolds such oversight, he also offers a cure. Managers must wake up and attend to reversing unproductive trends in their work places. By eliminating bureaucracy, streamlining processes, and giving employees the skills to do excellent work, managers can incite a productivity revolution. This sure-handed, action-oriented guide provides direct suggestions and ready-to-use tools. True to its word - that bigger is not better - this short book will help managers transform their work environments into places where things get done and quickly. If you want to work in, or manage, a place like that, getAbstract recommends this book to you.

Summary

Productivity: The Missing Link

Companies have been improving the quality of their products and services for years. At the same time, many failed to invest enough time or money in productivity. Thus, even with better products and services, their profits aren’t skyrocketing, and their employees’ quality of life isn’t improving. There’s one simple reason: companies and employees need to learn to do more with their time.

Getting Ready to Be Productive

As a manager or executive, you probably know your company isn’t as productive as it could be. Why do you allow that? If your company was more productive, you would sell more products or services, and everyone would make more money and receive more benefits. Then, you could invest more in your products and services, making them even better (and of course making even more of them). Then, your employees and you would make even more money and receive even more benefits. Get it?

You already know that some of your employees are much less productive than others and are taking home the same paychecks. Why do you allow this? People who don’t pull their share are dead weight. If you can’t teach them to perform at least...

About the Author

John H. Zenger chairs several highly successful training companies. He has a doctorate in business management and taught at the University of Southern California and Stanford Graduate School of Business. He is also the author of several books on management and teams.

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