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eBay-Artikelnr.:395388608325
Artikelmerkmale
- Artikelzustand
- Brand
- Unbranded
- MPN
- Does not apply
- ISBN
- 9780684852867
- Book Title
- First, Break All the Rules : What the World's Greatest Managers Do Differently
- Item Length
- 9.2in
- Publisher
- Simon & Schuster
- Publication Year
- 1999
- Format
- Hardcover
- Language
- English
- Item Height
- 1in
- Genre
- Psychology, Business & Economics, Political Science
- Topic
- Leadership, Labor & Industrial Relations, Skills, Motivational, General, Management, Industrial & Organizational Psychology
- Item Width
- 6.1in
- Item Weight
- 15.9 Oz
- Number of Pages
- 272 Pages
Über dieses Produkt
Product Information
In "First, Break All the Rules," Gallup presents the remarkable findings of its massive in-depth study of great managers those who excelled at turning each employee s talent into performance. The world s greatest managers differ in sex, age, and race. They employ different styles and focus on different goals. Despite their differences, great managers share one trait: They break virtually every rule conventional wisdom holds sacred. They don t believe that, with enough training, a person can achieve anything he sets his mind to. They don t try to help people overcome their weaknesses. They disregard the golden rule. They even play favorites. 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. This amazing book explains how the best managers select employees for talent rather than for skills or experience, how they set expectations, how they motivate people, and how they develop people. Gallup s research based on 80,000 managers in 400 companies produced twelve simple questions that distinguish the strongest departments of a company from the rest. "First, Break All the Rules" introduces this essential measuring stick and proves the link between employee opinions and productivity, profit, customer satisfaction, and rate of turnover."
Product Identifiers
Publisher
Simon & Schuster
ISBN-10
0684852861
ISBN-13
9780684852867
eBay Product ID (ePID)
886796
Product Key Features
Book Title
First, Break All the Rules : What the World's Greatest Managers Do Differently
Format
Hardcover
Language
English
Topic
Leadership, Labor & Industrial Relations, Skills, Motivational, General, Management, Industrial & Organizational Psychology
Publication Year
1999
Genre
Psychology, Business & Economics, Political Science
Number of Pages
272 Pages
Dimensions
Item Length
9.2in
Item Height
1in
Item Width
6.1in
Item Weight
15.9 Oz
Additional Product Features
Lc Classification Number
Hd38.2.B83 1999
Reviews
"As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future."- Marilyn Carlson Nelson President and CEO, Carlson Companies, "This book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading."e" Bradbury H. Anderson President and COO, Best Buy, Bradbury H. AndersonPresident and COO, Best BuyThis book challenges basic beliefs of great management with powerful evidence and a compelling argument.First, Break All the Rulesis essential reading., "Finally, something definitive about what makes for a great workplace."e" Harriet Johnson Brackey Miami Herald, Michael W. MorrisonDean, University of ToyotaThis is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader., Kevin Cuthbert Vice President, Human Resources, Swissôtel First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit., "Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization." Bernie Marcus former Chairman and CEO, Home Depot, "Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization."- Bernie Marcus former Chairman and CEO, Home Depot, "This book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading."- Bradbury H. Anderson President and COO, Best Buy, "Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read."e" Jeffrey Pfeffer Professor, Stanford Business School and author of The Human Equation: Building Profits by Putting People First, "Finally, something definitive about what makes for a great workplace."- Harriet Johnson Brackey Miami Herald, "As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future."e" Marilyn Carlson Nelson President and CEO, Carlson Companies, "The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how." David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard, Bernie Marcus former Chairman and CEO, Home Depot Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization., "Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read." Jeffrey Pfeffer, Stanford Business School Professor and author of The Human Equation: Building Profits by Putting People First, "This book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading." Bradbury H. Anderson President and COO, Best Buy, "This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader." Michael W. Morrison Dean, University of Toyota, " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit." Kevin Cuthbert Vice President, Human Resources, Swisstel, "This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader."e" Michael W. Morrison Dean, University of Toyota, "The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how."e" David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard, Harriet Johnson Brackey Miami Herald Finally, something definitive about what makes for a great workplace., Harriet Johnson BrackeyMiami HeraldFinally, something definitive about what makes for a great workplace., "This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader."- Michael W. Morrison Dean, University of Toyota, "Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read."- Jeffrey Pfeffer Professor, Stanford Business School and author of The Human Equation: Building Profits by Putting People First, " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit."- Kevin Cuthbert Vice President, Human Resources, Swissôtel, Kevin CuthbertVice President, Human Resources, SwissôtelFirst, Break All the Rulesis nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit., Bradbury H. AndersonPresident and COO, Best BuyThis book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading., " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit." Kevin Cuthbert Vice President, Human Resources, Swissôtel, "As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future." Marilyn Carlson Nelson President and CEO, Carlson Companies, "The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how."- David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard, David P. NortonPresident, The Balanced Scorecard Collaborative, Inc.; coauthor ofThe Balanced ScorecardThe rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them.First, Break All the Rulesshows us how., Marilyn Carlson NelsonPresident and CEO, Carlson CompaniesAs the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future., "Finally, something definitive about what makes for a great workplace." Harriet Johnson Brackey Miami Herald, Michael W. Morrison Dean, University of Toyota This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader., " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit."- Kevin Cuthbert Vice President, Human Resources, Swisstel, "Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read." Jeffrey Pfeffer Professor, Stanford Business School and author of The Human Equation: Building Profits by Putting People First, Bernie Marcusformer Chairman and CEO, Home DepotWithin the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role ofpeoplein the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization., "Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization."e" Bernie Marcus former Chairman and CEO, Home Depot, Michael W. MorrisonDean, University of ToyotaThis is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers.First, Break All the Rulesis a critical resource for every front-line supervisor, middle manager, and institutional leader., David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how., " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit."e" Kevin Cuthbert Vice President, Human Resources, Swisstel
Table of Content
Contents Introduction: Breaking All the Rules Chapter 1: The Measuring Stick A Disaster Off the Scilly Isles "What do we know to be important but are unable to measure?" The Measuring Stick "How can you measure human capital?" Putting the Twelve to the Test "Does the measuring stick link to business outcomes?" A Case in Point "What do these discoveries mean for one particular company?" Mountain Climbing "Why is there an order to the twelve questions?" Chapter 2: The Wisdom of Great Managers Words from the Wise "Whom did Gallup interview?" What Great Managers Know "What is the revolutionary insight shared by all great managers?" What Great Managers Do "What are the four basic roles of a great manager?" The Four Keys "How do great managers play these roles?" Chapter 3: The First Key: Select for Talent Talent: How Great Managers Define It "Why does every role, performed at excellence, require talent?" The Right Stuff "Why is talent more important than experience, brainpower, and willpower?" The Decade of the Brain "How much of a person can the manager change?" Skills, Knowledge, and Talents "What is the difference among the three?" The World According to Talent "Which myths can we now dispel?" Talent: How Great Managers Find It "Why are great managers so good at selecting for talent?" A Word from the Coach "John Wooden, on the importance of talent." Chapter 4: The Second Key: Define the Right Outcomes Managing by Remote Control "Why is it so hard to manage people well?" Temptations "Why do so many managers try to control their people?" Rules of Thumb "When and how do great managers rely on steps?" What Do You Get Paid to Do? "How do you know if the outcomes are right?" Chapter 5: The Third Key: Focus on Strengths Let Them Become More of Who They Already Are "How do great managers release each person''s potential?" Tales of Transformation "Why is it so tempting to try to fix people?" Casting Is Everything "How do great managers cultivate excellent performance so consistently?" Manage by Exception "Why do great managers break the Golden Rule?" Spend the Most Time with Your Best People "Why do great managers play favorites?" How to Manage Around a Weakness "How do great managers turn a harmful weakness into an irrelevant nontalent?" Chapter 6: The Fourth Key: Find the Right Fit The Blind, Breathless Climb "What''s wrong with the old career path?" One Rung Doesn''t Necessarily Lead to Another "Why do we keep promoting people to their level of incompetence?" Create Heroes in Every Role "How to solve the shortage of respect." Three Stories and a New Career "What is the force driving the New Career?" The Art of Tough Love "How do great managers terminate someone and still keep the relationship intact?" Chapter 7: Turning the Keys: A Practical Guide The Art of Interviewing for Talent "Which are the right questions to ask?" Performance Management "How do great managers turn the last three Keys every day, with every employee?" Keys of Your Own "Can an employee turn these Keys?" Master Keys "What can the company do to create a friendly climate for great managers?" Gathering Force Appendices: APPENDIX A: The Gallup Path to Business Performance "What is the path to sustained increase in shareholder value?" APPENDIX B: What the Great Managers Said "What did great managers say to the three questions quoted in chapter 2?" APPENDIX C: A Selection of Talents "Which talents are found most frequently across all roles?" APPENDIX D: Finding the Twelve Questions "How did Gallup find the twelve questions?" APPENDIX E: The Meta-analysis "What are the details of the meta-analysis?" Acknowledgments
Copyright Date
1999
Lccn
99-019452
Dewey Decimal
658.4
Intended Audience
Trade
Dewey Edition
21
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