- Shopping Bag ( 0 items )
Read by Agnes Herrmann
Ken Blanchard and Sheldon Bowles, co-authors of the New York Times business bestseller Raving Fans, are back with Gung Ho!-an invaluable management tool that outlines foolproof ways to increase productivity by fostering excellent morale in the workplace. Through the inspirational story of business leaders, the revolutionary technique of Gung Ho! is revealed in three ...
Read by Agnes Herrmann
Ken Blanchard and Sheldon Bowles, co-authors of the New York Times business bestseller Raving Fans, are back with Gung Ho!-an invaluable management tool that outlines foolproof ways to increase productivity by fostering excellent morale in the workplace. Through the inspirational story of business leaders, the revolutionary technique of Gung Ho! is revealed in three simple, yet amazingly powerful principles:
The Spirit of the Squirrel: Practice worthwhile work The Way of the Beaver: Be in control of achieving the goal The Gift of the Goose: Cheer each other on
Destined to become a classic, Gung Ho! also includes a clear game plan with a step-by-step outline for instituting these groundbreaking ideas that boost enthusiasm and performance and usher in astonishing results for any organization. Whether your organization consists of one or is listed in the Fortune 500, this AudioBook ensures Gung Ho! employees committed to success.
The book reads like a fable, e.g., the first step is presented as 'The Spirit of the Squirrel.' The construct wears thin. Worse, the authors offer no specifics about how employees should work together (gung ho in Chinese), and what exactly management should do all day, except make sure all three steps recommended here are followed.
If in fact employees really are a company's most important asset, as managers everywhere seem fond of noting, one might wonder why such a three-step plan is needed at all.
because of narrow-minded executives and employees who simply aren't motivated to accomplish the job that must be done.
Our heroes are the new plant manager, a woman, and a wise Native American who heads one of the departments-the high-producing department-in the factory.
Drawing on the wisdom passed along by his grandfather, the department head (who also holds an MBA) guides, educates,
and inspires the new plant manager. Together they turn the situation from hopeless to exemplary and award-winning. The philosophies shared in this volume are powerful and apply to many circumstances, not just manufacturing.
This small book is deceiving in its size. There's plenty of white space on the pages. At first, the reader may get the impression that the design of the page layout is unusual and was probably done to bulk-up the book. Gradually, the wide margins seem to make the book easier to read, a page-turner. There really aren't any chapters, though there are some natural breaks in the flow of the story to give you stopping points. Be warned: you won't want to stop. You'll want to stick with this book to the last page . . . then give it to someone else to read.
I'd been set up.
Me, Peggy Sinclair, head-office rising star!
I should have realized it when Old Man Morris told me I'd been named General Manager of Walton Works #2.
The excitement of getting my own plant blinded me to what must have been obvious to everyone else. I'd never been in operations before. Always in a staff position. I knew the theory all right but I'd never done it. I wasn't trained or ready to run a plant. Even one doing well. And this one wasn't.
I thought I'd been forgiven for the staff study I'd authored which concluded that Old Man Morris's new strategic plan had a fatal flaw. He wasn't happy. But he acknowledged the problem and this saved the company $1 million. I thought Walton Works #2 was my reward. It was--just not the way I had it figured.
Tuesday, September 4, 8:00 A.M., I arrived at the Walton Works #2 plant full of energy and enthusiasm. By quitting time it was clear that I'd been had. Everyone knew the plant was the worst in the system. But I had never imagined anything this bad. The plant survived only because of the antiquated way our head office cost-accounted, and that was changing This plant was in major trouble.
Six months, a year at the most, and it would be closing. Gone! And I'd be going with it. The perfect scapegoat for Walton Works #2.
It didn't take a genius to see why productivity was so low. The company treated the rawmaterial piled in the yard better than it treated the workers.
As I met with my management team, I found only one bright spot: the 150-person finishing department. In spite of the problems with Walton Works #2, no other department in our whole thirty two-plant system was so efficient! That meant about l0 percent of this plant's workforce were gems. The rest appeared to be lumps of coal managed by Neanderthals intent on self-destruction.
Then, when I met with the Division Manager to whom the manager of the finishing department reported, I was told all wasn't well, even there.
"You'll want to get rid of the operations manager there fast," the Division Manager advised.
"Really? Why?" I questioned. I also wondered why this was my responsibility and not his, but right then I was mainly interested in why this operations manager should be fired.
Copyright ©1997 by Blanchard Family Partnership and Ode to Joy Limited. Gung Ho!. Copyright © by Kenneth Blanchard. Reprinted by permission of HarperCollins Publishers, Inc. All rights reserved. Available now wherever books are sold.