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Why Work Sucks and How to Fix It [Anglais] [Relié]

Jody Thompson , Cali Ressler
4.0 étoiles sur 5  Voir tous les commentaires (1 commentaire client)

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Description de l'ouvrage

18 août 2008
"This is like TiVo for your work." -BusinessWeek

In a results-only workplace, employees can do whatever they want whenever they want, as long as the work gets done. No more pointless meetings, racing to get in at 9:00, or begging for permission to watch your kid play soccer. You make the decisions about what you do and where you do it.

It sounds like a fantasy, but Cali Ressler and Jody Thompson are leading a movement to make it a reality, even implementing it successfully at best buy. They show how a Results-Only Work Environment not only makes employees happier, but also delivers better results.

Filled with passion and common sense, their book will change the way you think about your job, your company, and your quality of life.

--Ce texte fait référence à l'édition Broché .

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Détails sur le produit

  • Relié: 208 pages
  • Editeur : Portfolio (18 août 2008)
  • Langue : Anglais
  • ISBN-10: 1591842034
  • ISBN-13: 978-1591842033
  • Dimensions du produit: 2,1 x 14,4 x 21,3 cm
  • Moyenne des commentaires client : 4.0 étoiles sur 5  Voir tous les commentaires (1 commentaire client)
  • Classement des meilleures ventes d'Amazon: 201.479 en Livres anglais et étrangers (Voir les 100 premiers en Livres anglais et étrangers)
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I've been late to work for the last three days, and I'm starting to get "the eye" from my boss. Lire la première page
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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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2 internautes sur 3 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Introducing ROWE - Results-Only Work Environment 16 janvier 2010
Par Jo-Jo
Format:Relié
Ce livre est écrit par les deux personnes qui ont lancé et accompagné pendant quelques années l'expérience ROWE chez Best Buy, où tous les services centraux sont passés au système ROWE : Results-Only Work Environment.
Le principe est simple : chacun travaille où et quand il le souhaite, pour autant que le travail soit fait.
Les employés ne sont plus jugés sur la quantité d'heures prestées mais uniquement sur les résultats.
Les cadres ne jugent plus les employés sur leur présence mais sur le travail fourni. Ils apprennent à fixer des objectifs en quantité et en délais.
Le principe ROWE va plus loin que la simple flexibilité (décalage des heures) ou que le télé-travail (déplacement du lieu). C'est la liberté totale d'organisation personnelle des travailleurs.
Ce qui permet à certains de travailler chez eux, ou même à l'étranger, de s'occuper de leurs enfants ou d'un parent malade, de reprendre des études en parallèle avec leur boulot. Le travail est effectué le matin, ou le soir, ou le week-end, à une terrasse ou dans le jardin, au téléphone avec les clients, ...
On ne compte plus les heures de présence ni les jours de vacances, on n'est plus obligé de prendre un jour de congé pour aller à un rendez-vous chez le médecin, ou pour assister à un spectacle, ou pour célébrer un anniversaire.
Personne ne compte ses heures, ni celles des autres.
Lire la suite ›
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Commentaires client les plus utiles sur Amazon.com (beta)
Amazon.com: 3.8 étoiles sur 5  48 commentaires
18 internautes sur 18 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 Cool Productivity Concept, Quick Read 15 juin 2008
Par EMM - Publié sur Amazon.com
Format:Relié|Achat vérifié
Solid concept, well-written in an entertaining style, but the content is pretty straight-forward and could have easily been 25 pages versus 180 pages. For those from the traditional workplace, you'll find fear and reassurance alternately as you make your way through the stories of the ROWE environment. Ultimately, the book provides emotional reassurance to people ready to take up the mantle of this new style.
The book is simply 'Work wherever, whenever and however you want as long as you produce the desired results. The hardest part being Sludge, the desire to judge co-workers by how long or how much they are in the office working.
21 internautes sur 22 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 I can not recommend this book highly enough 3 juin 2008
Par Joseph Wehr - Publié sur Amazon.com
Format:Relié
I can not recommend this book highly enough.

Cali and Jody have a done a wonderful job of sharing with us what the "work environment" should and can be.

I had the good fortune of starting my own consulting/training at 25. My three partners and I grew the company to 180 employees. Like in Cali and Jody's Results Only Work Environment (ROWE), a key was TRUST. My partners and I trusted each other, we trusted our employees, and our employees trusted us and each other. Everyone worked hard, had fun, and, for the most part, thrived professionally and personally. We were a family.

At the beginning of the book I thought a ROWE sounded wonderful, could work in small entrepreneurial organizations, but I was skeptical a ROWE could develop in larger organizations. As I progressed though the book my skepticism diminished.

Cali and Jody clearly state their case;
* the importance of RESULTS over time worked
* the power of INDIVIDUAL CONTROL
* the impact of negative comments, aka SLUDGE
* the 13 GUIDEPOSTS that make a ROWE
* stories and insights from Best Buy employees working in a ROWE.

You owe it to yourself, your coworkers, company and family to read this book. I suggest you read it with a "why not" attitude. You may want to read it quickly, think about it for a week or two assimilating the benefits of a ROWE and then read it again when the concept seems less radical.

As Jody and Cali point out, a ROWE can't be mandated from the top down, it comes from the bottom up and grows organically throughout an organization. You could be the Jody and Cali in your organization.
8 internautes sur 8 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 The Ideas to Help Start a Revolution at Work 4 août 2008
Par Robert L. Stinnett - Publié sur Amazon.com
Format:Relié|Achat vérifié
I've seen a number of reviews that say, in a nutshell, "The book doesn't tell me HOW to do this". This book was not meant to tell you how -- it was meant to get you thinking, talking, sharing and collaborating with your co-workers and management to take action in your workplace. The authors are giving you ideas; it is up to you to get the dialog flowing with co-workers and management. ROWE is not something that happens overnight, it is something that develops. ROWE is a perfect example of "bottom-up" change; time has shown again and again some of the worst, most ineffective change, comes from the top-down.

Having said all that, after reading the book (and visiting their blog) I ended up ordering 8 additional copies of the book. I'm lending them to co-workers, and even upper management, for them to read. I'm not influencing them whatsoever, but simply state they are free to read the book and form their own opinions.

Guess what? So far, the ideas and discussions are flowing non-stop!

A good deal of us work in jobs where we put in "face time". We all know people who got promoted because of face time and not because of results. We are entering a period where the global economy and the fast pace of change in the world are not going to let companies get by with this. Why? Because the new generation of workers (Gen X and Gen Y) aren't going to put up with it. They will simply leave for greener grounds.

As a company, you can either be scared of what is happening and do nothing and go out of business, or you can adapt to the change and not only survive -- but THRIVE. ROWE is one of those changes. It won't be easy, and some of the "good ol' boys" will no doubt be the first ones out of the door -- but in the end it will make your company better, and your employees dedicated and productive like you wouldn't believe.

As an employee, you can see how good things can be. You can see why you don't need to BEG for an hour off to see your kid's soccer game. You don't have to feel guilty for staying home with your spouse and having a relaxing day off. You don't have to make up excuses for being 1 minute late and getting talked-to by the boss, despite the fact you added more to the bottom line than anyone else.

In short -- ROWE rewards the employee for producing and it rewards the company for giving their employees the freedom to work!

This book will walk you through examples from Best Buy; introduce you to actual people who are enjoying the environment; and tell you about the good and bade side of ROWE -- yes, some people will be terminated, because, quite frankly, they shouldn't be in the company to begin with.

It's a wonderful book that will open your mind to what can happen when you trust your employees. I have high hopes it becomes the new "Employee Manual" of the 21st century.
8 internautes sur 8 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 ROWE is the ultimate solution to a broken workplace! 9 juin 2008
Par Maryanne - Publié sur Amazon.com
Format:Relié
Best Buy's journey to a Results-Only Work Environment is a provactive real-life story that shatters our assumptions about how work gets done (assumptions that might have made sense for an industrial-age workplace, BUT not today's knowledge-based economy). Ressler and Thompson make the case with humor by showing us how ingrained and outdated some of our work notions are and they provide powerful stories from Best Buy employees about how their lives, both professionally and personally, improved dramatically under ROWE. But that's not where the story ends. Not only did employees' lives improve, but so did Best Buy's bottom line (through increased productivity and retention).

At the end of the day ROWE is not a corporate program or package, but an effort to challenge our notions through "Eradicating Sludge" (as Ressler and Thompson fondly call it). Many companies have taken small-steps to address the challenges of the 21st century workplace (experiments with telecommuting, flexible work hours, etc.). This is the story of a quantum leap to where the workplace needs to be. A place where all businesses will ultimately be when our old notions of work are shattered. Best Buy shows that companies that lead this transition have lots to gain!
11 internautes sur 12 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 Interesting Concept, Light on Implementation Details 25 juin 2008
Par Ruth Edlund - Publié sur Amazon.com
Format:Relié
The idea is intriguing--eliminate the concept of "face time" from your corporate culture. Treat everyone like grownups.

What was really interesting, but somewhat buried in the book, was the little tidbit that voluntary quits tend to go way down after a workplace implements this concept, but involuntary terminations go up quite a bit.

Not everyone can handle independence, it would seem.
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