布魯斯·塔爾根（Bruce Tulgan）

布魯斯·塔爾根為全球商業領袖提供顧問服務，是廣受歡迎的主講嘉賓以及論壇領袖。他是Rainmaker- Thinking 有限公司及相應網絡培訓公司的創立者和首席執行官。該公司從事管理研究，同時提供培訓服務。他的著作頗豐，知名的有《管理X一代》（1995）、《快速反饋》（1999）、《主流青年一代》（2009）。他的書享譽世界。他同時為很多期刊雜誌撰寫文章，包括《紐約時報》《今日美國》《哈佛商業評論》《培訓》以及《人力資源》。他是衝繩上地流空手道黑帶五級。

譯者

趙眾一，1999年中國人民大學勞動人事學院碩士畢業，進入某大型國有銀行從事人力資源管理工作，2003年外派該行新加坡分行工作，2006年迴國工作至今，與劉爽閤譯《我心所屬：一位成功HR的職業生涯自述》等。

劉爽，1997年上海醫科大學本科畢業，進入國傢衛生行政部門從事醫學教育與科研管理工作，2002年赴哈佛大學進修一年，2014年進入某醫學科技工作者法人社團工作至今。

Every manager in America seems to be terrified of being labeled a micromanager. he or she is contributing the epidemic spread of under–management. In this call–to–arms, consultant and speaker Bruce Tulgan puts his finger on biggest problem in corporate America: no one wants to be the boss. No one wants to take responsibility and tell their employees what to do and how to do. More important, no one wants to follow up and make sure that assignments were done and done right.

Making a clear distinction between managers who interfere with the work at hand and managers who are simply afraid to take charge by setting clear goals and evaluating work, Tulgan opens our eyes to the undisciplined workplace that is frustrating workers at every level. Giving a clear path to becoming a strong manager, Tulgan will empower you to be the boss. But first you have to accept the responsibility and learn how to manage yourself.

Tulgan, author and expert on Generation X workers (born between 1965 and 1977), considers what he calls the epidemic of "undermanagement" in corporate America--or, the failure of managers to take daily charge of the work environment and tell employees what to do and how to do it. He identifies seven big management myths, including there not being enough time to manage people; that to be fair, everyone should be treated the same; and the desire of managers to be "nice guys." Today's change in corporate culture from long-term employees working their way up the ranks to short-term workers in flattened organizations reporting to project managers who "empower" them leads to failure, because employees are not really free and managers are not trained. The author decries managers' lack of guidance, direction, feedback, and employee support, and he responds in this book with hands-on management advice that he clearly differentiates from micromanagement. The author tells us, "Taking the first step toward effective managing takes discipline and guts." An excellent book.

　　　　　　　　　　　　　　　　　　　　　　　　　　　　Mary Whaley

length: (cm)21.1 　　　 　　　　　 　　　　　 width:(cm)13.2