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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. Great managers are the heroes of this book. Vivid examples show how, as they select, focus, motivate and develop people, great managers turn talent into performance.
Finally, the authors have distilled the essence of good management practice into 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. --Ce texte fait référence à l'édition Broché .
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In the dense fog of a dark night in October 1707, Great Britain lost nearly an entire fleet of ships. Lire la première page
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Couverture | Copyright | Table des matières | Extrait | Quatrième de couverture
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This book is an excellent learning tool for both managers and employees. Managers may very well pick up some surprising pointers on how they could improve their management style, and there must always be room for improvement in everyone's life if we are to achieve our full potential. Employees may develop a better understanding of why managers and supervisors expect what they do from you, which could ultimately make you a better employee as you work your way up the corporate ladder. This book definitely contains "food for thought" and words of wisdom from some very interesting perspectives.
Three of the best parts of the book: 1. They interviewed and polled 80,000 managers. That is a HUGE sample. You are bound to find out some plain truths if you do this kind of work.
2. There is a questionnaire for employee satisfaction. Since some of the questionnaires I have seen in the past can actually IRRITATE you (they force you into an answer you'd rather not give or don't ask what you want to tell) this is useful stuff, indeed.
3. The book suggests incentives for people who develop knowledge and expertise. Most companies financially reward the politically savvy who can negotiate the inside-track path to top management. The problem is that the top technical experts often disdain to play this game or dont' know how, and are left lower-paid, disgusted and ripe for the plucking by other firms who value their knowledge.
The last point is one that Peter Drucker made years ago; that we have to pay for talent as well as political muscle. (He suggested two tracks, one for people-managers and one for technical experts.)
Excellent, excellent book.
Listmania!
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