First, Break All the Rules 在線電子書 圖書標籤: 管理 商業 人力管理 個人提升 創新 創業 英語 職業
發表於2025-03-16
First, Break All the Rules 在線電子書 pdf 下載 txt下載 epub 下載 mobi 下載 2025
美國搬傢幾次 一直留著這一本
評分我已經讀兩次。
評分據說是管理入門經典。conventional wisdom有四條做法,however,great managers卻有另外的對應四條做法。12個最重要的管理測評問題。一個核心:將每個員工區彆對待(人盡其纔,而不是試圖改進缺點)
評分self discovery//最難的還是認識人 認識自己就已經很難瞭 更不用說認識彆人 還要把這個人放在適閤TA的位置上…我可能連自己有什麼talent都認識不清楚…不過關於skill knowledge和talent那段醍醐灌頂 但是實踐起來不容易 畢竟簡曆上都是skill
評分Break all rules
馬庫斯·白金漢領導瞭蓋洛普公司長達20年的研究,旨在識彆優秀經理和良好工作環境的核心特徵。他是蓋洛普領導術學院的高級講師。
柯特·科夫曼在全球範圍領導蓋洛普工作環境評測和管理項目。他經常就如何建立高效率和顧客至上的工作環境為客戶公司提供谘詢。
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.
每个人都呼吸着不一样的精神氧气,每个人都有着不同的心性、不同的才干 ..... 工作里快乐的源泉却有着相同: 1、领导和下属对工作要求的认知是否一致。 2、对于做好工作所需的资源是否足够,在员工到达工作要求后是否得到了相应的回报。 3、工作中有机会去做擅长和喜欢...
評分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...
評分整本书可以说都是围绕这样的一个理论展开的:“人是不会改变的,不要为了填补空缺而枉费心机,而应多多发挥现有优势。做到这一点已经不容易了。“这种观点与传统的木桶短板理论相违背,但正如书名,就是要打破常规。 全书是从职业经理人的角度,阐述如何对下属的管...
評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...
評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...
First, Break All the Rules 在線電子書 pdf 下載 txt下載 epub 下載 mobi 下載 2025