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A practical business guide for managers wanting to get the most from their employees introduces a wide range of timely strategies to promote employee morale and job satisfaction and, in turn, heighten profitability and productivity.
WHEN the young man arrived at the manager's office, he found him standing and looking out of the window. When the young man coughed, the manager turned and smiled. He invited the young man to sit down and asked, "What can I do for you?"
The young man said, "I'd like to ask you some questions about how you manage people."
The manager willingly said, "Fire away."
"Well, to begin with, do you hold regularly scheduled meetings with your subordinates?"
"Yes, I do -- once a week on Wednesdays from 9:00 to 11:00. That's why I couldn't see you then," responded the manager.
"What do you do at those meetings?" probed the young man.
"I listen while my people review and analyze what they accomplished last week, the problems they had, and what still needs to be accomplished. Then we develop plans and strategies for the next week. "
"Are the decisions made at those meetings binding on both you and your people?" questioned the young man.
"Of course they are," insisted the manager. "What would be the point of having the meeting if they weren't?"
"Then you are a participative manager, aren't you?" asked the young man.
"On the contrary," insisted the manager, "I don't believe in participating in any of my people's decision-making."
"Then what is the purpose of your meetings?"
"I already told you that," he said. "Please, young man, do not ask me to repeat myself. It is a waste of my time and yours.
"We're here to get results," the manager continued. "The purpose of this organization is efficiency. By being organized we are a great deal more productive."
"Oh, so you're aware of theneed for productivity. Then you're more results-oriented than people-oriented," the young man suggested.
"No!" the manager resounded, startling his visitor. "I hear that all too often," He got to his feet and began to walk about. "How on earth can I get results if it's not through people? I care about people and results. They go hand in hand."Here, young man, look as this." The manager handed his visitor a plaque. "I keep it on my desk to remind me of a practical truth,"
|The One Minute Manager||17|
|The First Secret: One Minute Goals||25|
|One Minute Goals: Summary||34|
|The Second Secret: One Minute Praisings||36|
|One Minute Praisings: Summary||44|
|The Third Secret: One Minute Reprimands||50|
|One Minute Reprimands: Summary||59|
|The One Minute Manager Explains||61|
|Why One Minute Goals Work||65|
|Why One Minute Praisings Work||76|
|Why One Minute Reprimands Work||86|
|The New One Minute Manager||99|
|A Gift to Yourself||101|
|A Gift to Others||105|
|About the Authors||110|
Posted March 3, 2004
My basic feeling with this book is that it discussed some good concepts, but was way short on depth. The book has sold well over 8 million copies and the simplicity of it seems to be its main strength. After all, most people who manage employees don't want to spend their free time reading management books. But you are doing managers a disservice if you don't give them the full picture about what it takes to have a group of employees with high levels of morale, motivation, and productivity. The book is broken down into three main themes: *One Minute goals *One Minute praisings *One Minute reprimands The basic idea is that you tell employees what you want from them and then give them positive or constructive negative feedback depending on whether or not they are achieving their specified goals. Although I totally agree with these three principles, do the authors really think that's all there is to managing employees? What about the importance of hiring the right employee in the first place? What about the importance of training employees well? What about the importance of setting a good example? What about listening to ideas that employees have? What about taking each employee's strengths and weaknesses into account in determining how to make them the most productive? What about how managers should approach firing employees (if there are no other options)? These are just a few issues that I consider to be extremely important that are not even touched in the book. In addition, the three concepts that were in the book could have been discussed in more detail. I'll give this book four stars since it is worth reading and there is some good material in it. Just remember that there is a lot missing, too. Greg Blencoe Author, The Ten Commandments for ManagersWas this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted March 25, 2003
I'm starting a new business, and this book has given me a new sense of direction. I cannot say enough about it and highly recommend it to ANYONE who works with people. I've bought 6 copies to give to friends already, and I just learned of it yesterday!Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted March 2, 2003
I read this book years ago and have made the principles a part of my life. I recommend you do too. Recently I read a book that Ken Balnchard endorsed called Optimal Thinking-How to be your best self. I can't recommend Optimal Thinking highly enough. With books like these in the world, we don't have to settle for suboptimal performance.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted February 27, 2002
Got some incredible ideas from 'The One Minute Manager'. Reminded me of the 'Extreme Project Management', by Shaun Ajani. The same style of short chapters and great ideas. BRAVO!!!!!!!!!!!!!!!!! Indeed.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted February 9, 2002
I had the benefit of reading this book in conjunction with the Air Force Non-Commissioned Officers Academy. The steps in this book opened my eyes to some of my past failures as a manager and leader. I highly recommend reading 'Putting the One-Minute Manager to Work' after reading this book. The concepts are a must for anyone in a leadership or management position.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted December 7, 2001
The problem with most business books is that they include a lot of great theory, but the ideas are so abstract that it's difficult to bring them into daily practice in your business. This is one of very few that a busy manager stands a chance of being able to actually READ, much less use, in time to impact your bottom line this quarter.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted May 24, 2001
Posted September 9, 2000
There's no doubt that this book should be in every manager and team member's professional library. It distills what are truths in the fields of leadership and management and presents them in an easy-to-read style that's pleasing and concise. Definitely worth the money.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted June 19, 2000
When most people become a manager for the first time, they are more than a little unsure of themselves. Naturally, they often use speech and ways of doing things that they have seen others use. That's great if their role models are good, but can be terrible otherwise. The One Minute Manager provides a positive role model for those who have not yet seen one, and good reinforcement for those who have not seen one lately. If organizations try to operate on the assumption that only the manager has ideas worth acting on, then very little will be accomplished. The One Minute Manager provides a useful model for opening up and stimulating the minds of everyone in the organization to accomplish more. Not only is this advice worth following from an effectiveness point of view, it will also make you feel better about yourself as a manager and as a person when you follow it. And you will certainly make those who report to you feel a lot better, as well. I like the use of a parable to help each of us reexamine ourselves, because it makes the reader feel less defensive. But be sure to remember what you gut instincts would have been in the same situations the One Minute Manager describes. Otherwise, you may miss the point of how much your behavior needs to change. This is one of a handful of books well worth rereading annually. Unlike most business books, this one is short and easy to read. The academic language has been banished, and it is well written. If you want to go beyond The One Minute Manager to get even better results, you will have to learn and use other beneficial habits as well. But you can have all the great ideas in the world, and if you annoy and stifle everyone around you, not much will happen. So think of this book as necessary for more success, but not sufficient in and of itself for getting the utmost benefits in working with others. Donald Mitchell, coauthor of The Irresistible Growth Enterprise and The 2,000 Percent SolutionWas this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted April 19, 2000
Our CEO purchased a copy of The One Minute Manager for every member of our management team. It was very insightful as to the way we did some things and a better way to handle other situations. This is a must read for any 'manager'.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted July 21, 2010
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Posted October 25, 2009
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