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The Unwritten Laws of Business (Anglais) Broché – 21 février 2008

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Descriptions du produit


In Relation to Work

However menial and trivial your early assignments may appear, give them your best efforts.

Many young businesspeople feel that minor chores are beneath their dignity and unworthy of their college training. They expect to prove their true worth in some major, vital enterprise. Actually, the spirit and effectiveness with which you tackle your first humble tasks will very likely be carefully watched and may affect your entire career.

Occasionally you may worry unduly about where your job is going to get you—whether it is sufficiently strategic or significant. Of course these are pertinent considerations and you would do well to take some stock of them. But by and large, it is fundamentally true that if you take care of your present job well, the future will take care of itself. This is particularly so within large corporations, which constantly search for competent people to move into more responsible positions. Success depends so largely upon personality, native ability, and vigorous, intelligent prosecution of any job that it is no exaggeration to say that your ultimate chances are much better if you do a good job on some minor detail than if you do a mediocre job as a project leader. Furthermore, it is also true that if you do not first make a good showing on your present job you are not likely to be given the opportunity to try something else more to your liking.

Demonstrate the ability to get things done.

This is a quality that may be achieved by various means under different circumstances. Specific aspects will be elaborated in some of the succeeding paragraphs. It can probably be reduced, however, to a combination of three basic characteristics:

• initiative—the energy to start things and aggressiveness to keep them moving briskly,
• resourcefulness or ingenuity—the faculty for finding ways to accomplish the desired result, and
• persistence (tenacity)—the disposition to persevere in spite of difficulties, discouragement, or indifference.

This last quality is sometimes lacking in the make–up of otherwise brilliant people to such an extent that their effectiveness is greatly reduced. Such dilettantes are known as “good starters but poor finishers.” Or else it will be said: “You can’t take their type too seriously; they will be all steamed up over an idea today, but by tomorrow will have dropped it for some other wild notion.” Bear in mind, therefore, that it may be worthwhile finishing a job, if it has any merit, just for the sake of finishing it.

In carrying out a project, do not wait passively for anyonesuppliers, sales people, colleagues, supervisorsto make good on their delivery promises; go after them and keep relentlessly after them.

Many novices assume that it is sufficient to make a request or order, then sit back and wait until the goods or services are delivered. Most jobs progress in direct proportion to the amount of follow–up and expediting that is applied to them. Expediting means planning, investigating, promoting, and facilitating every step in the process. Cultivate the habit of looking immediately for some way around each obstacle encountered, some other recourse or expedient to keep the job rolling without losing momentum.

On the other hand, the matter is occasionally overdone by overzealous individuals who make themselves obnoxious and antagonize everyone with their incessant pestering. Be careful about demanding action from others. Too much insistence and agitation may result in more damage to one’s personal interest than could ever result from the miscarriage of the item involved.

Confirm your instructions and the other person’s commitments in writing.

Do not assume that the job will be done or the bargain kept just because someone agreed to do it. Many people have poor memories, others are too busy, and almost everyone will take the matter a great deal more seriously if it is in writing. Of course there are exceptions, but at times it pays to copy a third person as a witness.

When sent out on a business trip of any kind, prepare for it, execute the business to completion, and follow up after you return.

Any business trip, whether to review a design, resolve a complaint, analyze a problem, investigate a failure, call on a customer, visit a supplier, or attend a trade show, deserves your special attention to return the maximum benefit for the time and expense. Although each business trip will be unique, and the extent to which you must do the following will be different for each, as a minimum, be sure to:

Plan the travel. This is more than just reserving transportation and hotels. Consider all eventualities such as lost luggage, missed connections, late arrivals, unusual traffic. Those you are meeting have arragend their schedules for you, so don’t disappoint them—arrive on time and be ready to perform. Follow the motto: “If you can’t be on time, be early!”

Plan and prepare for the business to be done. Prepare and distribrute agendas before you arrive. Send ahead any material to be reviewed. Be sure everything (e.g., samples, prototypes, presentations) is complete. Practice any presentations, however minor they might seem, beforehand. In short, be fully prepared and allow those you visit to prepare fully.

Complete the business at hand. You will not always be able to carry out a business trip to your complete satisfaction; others may control the outcome to a different conclusion. Nevertheless, if you have been sent out to complete a specific task, perhaps to analyze a failure or observe a product in use, and the allotted time proves inadequate for whatever reason, stay until the job is complete. Neither your supervisor nor those you visit will like it if someone else has to be sent out later to finish what you did not.

Execute the appropriate follow–up. Often a seemingly successful trip will come to nothing without adequate follow–up. Use meeting minutes, trip reports, and further communications to your best advantage. --Ce texte fait référence à l'édition Relié .

Revue de presse

'Excellent advice...and free of jargon.'
-- Financial Mail, South Africa

'Hidden gems of workplace wisdom... times may have changed but the advice first dispensed in a 1944 publication remains relevant' -- Financial Times

'Hidden gems of workplace wisdom... times may have changed but the
advice first dispensed in a 1944 publication remains relevant'
-- Richard Donkin, Financial Times

'Read this!' -- The Times

'Read this' -- Guardian

'Read this' -- The Guardian

'an old-school reminder of business and personal integrity...
which every manager should read for a quick detox'
-- Publishing News

'an old-school reminder of business and personal integrity...which every manager should read for a quick detox' -- Publishing News

'sound advice...that sits in stark contrast to many of the bullet-pointed lists of anecdotes that pass as business writing today.' --The Times

'The publisher calls it a 'hidden gem' and I would not argue with that' - Financial Times

'Read this.' - Guardian

'An old-school reminder of business and personal integrity...which every manager should read for a quick detox' - Publishing News

'This short book contains excellent advice for managers and employees and is free of jargon' --SA Financial Mail --Ce texte fait référence à l'édition Relié .

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Détails sur le produit

  • Broché: 112 pages
  • Editeur : Profile Books Ltd (21 février 2008)
  • Langue : Anglais
  • ISBN-10: 1846680425
  • ISBN-13: 978-1846680427
  • Dimensions du produit: 11,1 x 0,8 x 17,8 cm
  • Moyenne des commentaires client : 4.0 étoiles sur 5  Voir tous les commentaires (2 commentaires client)
  • Classement des meilleures ventes d'Amazon: 116.355 en Livres anglais et étrangers (Voir les 100 premiers en Livres anglais et étrangers)
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8 internautes sur 8 ont trouvé ce commentaire utile  Par Olivier Roland VOIX VINE le 16 décembre 2008
Format: Relié
Ce livre est une collection concise de conseils touchant à de nombreux domaines. J'ai beaucoup apprécié l'universalité des règles : même s'il est visible qu'elles ont plutôt été conçues pour des ingénieurs dans de grandes entreprises, elles s'appliquent à toute personne se retrouvant dans un groupe et ayant un projet ou des tâches en commun. Autant dire que le terrain d'application est large.

Du haut de mes huits ans d'expérience dans la gestion de mon entreprise et de mon implication dans celles de mes clients, je peux vous dire que la majorité des règles me semblent vraies, à la fois dans leur contenu et dans le fait qu'elles sont fréquemment oubliées, au détriment de tout le monde. C'est tout simplement une collection, un recueil de sagesse et de bon sens hélas trop fréquemment mis de coté, et le fruit de longues années d'observations et d'expérience qui transpirent à chaque ligne.

Le nombre élevé de règles fait toutefois qu'il me semble difficile de les appliquer et que bon nombre d'entre elles auront hélas droit au régime du j'y pense et puis j'oublie qui nous affecte tous. Je pense que ce livre est à utiliser comme un recueil de maximes et de bonnes pratiques à relire de temps en temps afin de remettre un peu les pieds sur terre quand on a tendance à vouloir prendre trop de hauteur, et que les quelques règles qui nous auront marquées lors de chaque lecture nous éclaireront sur des problèmes particuliers qui nous affectent.

Je le recommande donc. Ce livre est du bon sens à l'état brut.
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Par Jeremie le 30 avril 2013
Format: Broché Achat vérifié
A quick summary of some unforgettable laws to succeed in business. Whether you're an accomplished manager or a management student, go get it.
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Commentaires client les plus utiles sur Amazon.com (beta)

Amazon.com: 18 commentaires
4 internautes sur 4 ont trouvé ce commentaire utile 
Everything You Need To Know 11 mai 2007
Par Kerrie More - Publié sur Amazon.com
Format: Relié
I loved this little gem of a book. It gently reminds us how to be a better employee or employer, but I think this advice ultimately can help us be better in ALL of our relationships. Imagine if we let our ethics be our assett with our friends, neighbors and family, as well as our supervisors and co-workers. The title does not do this book justice, because it is not just the business community who needs these lessons. Whether you serve ice cream at a local shop, superivse small children at a day-care, teach in a classroom, or manage a multi-million dollar corporation, this book is all you need to guide you. Buy multiple copies and give it to college graduates and high-school students applying for their first job. If you are a high school guidance counselor, teach it to your students. If you are a boss, give it to your employees when they are hired (and read your own copy again and again!). If you are an employee, keep it on your desk and look at it from time to time to remind you to be your best. Thank you Mr. King and Mr. Skakoon for your timeless wisdom.
9 internautes sur 11 ont trouvé ce commentaire utile 
30 Minutes of Reading, a Lifetime of Good Advice 13 avril 2007
Par Miami Bob - Publié sur Amazon.com
Format: Relié
Basically, as a 50-year old professional, this book delivers little of what I have not already learned through trial and error.

This book allows you to learn without the scar tissue which I have accumulated from my "trial and error" travails.

Had someone come to me with this book when I was young -- when I intentionally continued to live in my world (by stealth) in order not to heed to the advice of my elders and continued to avoid their prophetic advice -- I would have been much better informed.

My recommenddation for AARP-card carrying members like myself, get a young'un to deliver this common sensical verse of advice at the young and restless person's door step (God forbid a gray-haired geezer be the deliverer of this book of truisms); and, then pray that the easily read words written therein somehow can be absorbed -- even if only partly. This book only offers good advice, so the more taken -- the more good is given.

"Pass it on."
4 internautes sur 4 ont trouvé ce commentaire utile 
Every College Graduate Should Buy This Book 11 février 2008
Par A. Eckerman - Publié sur Amazon.com
Format: CD Achat vérifié
I have been in business for over a decade and I live and breathe by many of the principles discussed in this book. I discovered these directives on my own through trial and error (mostly error) and from my numerous mentors. I certainly would have been better off if I had been exposed to this book as a graduate. The directives are quite simple but without them laid out in such simple terms and put into context most people would completely miss them. I will be purchasing this book for my kids their senior year of college.
2 internautes sur 2 ont trouvé ce commentaire utile 
An Important Little Book 15 octobre 2007
Par Thomas E. Engells - Publié sur Amazon.com
Format: Relié
The book has a unique charm to it that will prompt many readers to revisit, reread and highlight sections throughout their careers.

The chief obstacles to career success are personal and administrative in nature with problems arising from the violation of the unwritten laws of professional conduct rather than errors relating directly to work. That was W.J. King's observation in 1944 and he expanded on that observation in a series of three articles for "Mechanical Engineering". That series of articles was published as a book The Unwritten Laws of Engineering. For some sixty years, The American Society of Mechanical Engineers published this book to an audience of mechanical engineers. The book was rescued from general obscurity by William H. Swanson, Raytheon's Chief Executive Officer. Swanson referenced this book in his famous pamphlet on corporate management. Effective career guidance has no expiration date and this book has been updated, retitled and published in the popular business press version.

The Unwritten Laws of Engineering became an underground classic and with more than 100,000 copies published over sixty years. This book was often given to new engineers at the beginning of their careers as helpful professional guidance. This "little big book" is straight forward in its approach and succinct in its guidance. This book of less than 110 pages is subdivided into three sections - "What the beginner needs to learn at once", "Relating chiefly to managers" and "Professional and personal considerations". What is affirming is that so many of these principles and laws outlined in 1944 for mechanical engineers remain true and pungent today for professionals.

Today's business literature is replete with list-driven works that will, reputedly, effectively address problems as varied as strategic planning to the effective use of e-mail. The "flavor of the month" approach has dominated much of the popular business literature as a whole. What is remarkable about the The Unwritten Laws of Business is that this small book may actually be read instead of just being prominently displayed on office bookshelves. The principles outlined in this work are certainly not new or especially novel to the experienced manager, for example:

· If you have no intention of listening to, considering, and perhaps using someone's opinion don't ask for it.
· The common belief that everyone can do anything if they just try hard enough is a formula for inefficiency at best and for complete failure at worst.
· Never miss a chance to commend or reward subordinates for a job well done.

Even in our era, that is better known for its regulatory oversight and litigation, these principles and "unwritten laws" still ring true and clear. These laws are time tested and proven guides to professional and administrative behavior in large and small, public, private and non-profit organizations. Individual career success is situationally dependent and is often a complex undertaking; however, the application of these laws and principles will most certainly reduce both the frequency and magnitude of crisis in the early years of a professional career.

The book does earn its label as a little big book. It is an interesting and useful guide, although by design not a comprehensive guide to career success. It is a useful book for both the seasoned employee and the novice, alike and is a welcome addition to any professional's library.
2 internautes sur 2 ont trouvé ce commentaire utile 
Teachers like it too . . . 10 mai 2007
Par Eliza A. Sorte - Publié sur Amazon.com
Format: Relié
We recently read the book for our book club who has been together for over 10 years and it led to the longest most on task discussion to date. All of us in the book club, regardless of age or profession, share the common experience of having had a boss/supervisor, having been a boss/supervisor, and having had an interview. The information in the book reminded me of my dad's generation and the ethics and expectations he taught me that I wish were practiced by more today. In particular, the piece on integrity being an asset was a good reminder that only we can control our integrity and increase that asset or allow it to become a liability if misused. If all professionals took into consideration the "unwritten laws," work places would be much more productive, positive, and personally stimulating. As I continue in my career in education moving ever so quickly into administrative roles, I hope to use this book as beginning discussion point for creating workplace norms within the educational setting for teachers and administrators who sometimes feel outside the "business world" when really we are educational salespeople, classroom CEOs, and community managers. Great book with timeless information! Thanks to the original author as well as Jim Skakoon who only increased its value and readability.
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