马库斯·白金汉领导了盖洛普公司长达20年的研究,旨在识别优秀经理和良好工作环境的核心特征。他是盖洛普领导术学院的高级讲师。
柯特·科夫曼在全球范围领导盖洛普工作环境评测和管理项目。他经常就如何建立高效率和顾客至上的工作环境为客户公司提供咨询。
The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. In today's tight labor markets, 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. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the 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. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.
来自盖洛普的众多调查数据,使这本书血肉丰满,且立意高远。三年后的今天,尽管外版经管书不断引进,包括德鲁克等大师之作,但这本书依然有顽强的市场生命力--虽然在普通书店里,它早已难觅踪影。 而事实上,它的后续之作〈现在,确定你的优势〉,同样精彩: 以下是我当年...
评分这本书使我们脱离了一个误区,就是要发挥自己的优势而非改正自己的缺点,我们从小就被灌输有错误要改正,要不断弥补自己的不足,而根据该书的理论,每个人的“过滤器”都是一定的而且是从幼年形成的,这些已经形成了难以改变的高速公路。所以我们每个人应尽力发现优势发挥优势。
评分这本书对我来说至少有两点启发,在工作岗位选择时,通过哪些因素和指标判断出公司的『好坏』,以及,在考虑个人发展时,如何发挥个人独特的优势获得更快的成长。 在对很多复杂问题进行分析的时候,很容易混淆哪些是现象,哪些是根本和原因。 拿最近工作上遇到的问题来举例,某...
评分从小所学到的就是:克服弱点,人是可以不断改正的。 但实际上,改变可能会有,但真正的本质是不会改的,改的只是表面,实质是不会变的。 书中翻译的“才干”,我个人更愿意理解为“天分”,人人都有天分,即使是做清洁的阿姨也一样,不同的人做的效果也是不一样的。怎样在工作...
据说是管理入门经典。conventional wisdom有四条做法,however,great managers却有另外的对应四条做法。12个最重要的管理测评问题。一个核心:将每个员工区别对待(人尽其才,而不是试图改进缺点)
评分有不错和创意的理念,只是实践难。
评分有不错和创意的理念,只是实践难。
评分有不错和创意的理念,只是实践难。
评分有不错和创意的理念,只是实践难。
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