What Were They Thinking?: Unconventional Wisdom about Management

Overview


Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success.

Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that challenges conventional wisdom while providing data and insights to help companies make smarter decisions. The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions...

See more details below
Other sellers (Hardcover)
  • All (44) from $1.99   
  • New (8) from $4.97   
  • Used (36) from $1.99   
What Were They Thinking?: Unconventional Wisdom About Management

Available on NOOK devices and apps  
  • NOOK Devices
  • Samsung Galaxy Tab 4 NOOK
  • NOOK HD/HD+ Tablet
  • NOOK
  • NOOK Color
  • NOOK Tablet
  • Tablet/Phone
  • NOOK for Windows 8 Tablet
  • NOOK for iOS
  • NOOK for Android
  • NOOK Kids for iPad
  • PC/Mac
  • NOOK for Windows 8
  • NOOK for PC
  • NOOK for Mac
  • NOOK for Web

Want a NOOK? Explore Now

NOOK Book (eBook)
$25.00
BN.com price

Overview


Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success.

Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that challenges conventional wisdom while providing data and insights to help companies make smarter decisions. The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, it’s good organizational advice, delivered by Dr. Pfeffer himself.

Read More Show Less

Editorial Reviews

October The Globe and Mail
The topics are diverse, from how companies get smarter to what to do about executive pay . . .
Read More Show Less

Product Details

  • ISBN-13: 9781422103128
  • Publisher: Harvard Business Review Press
  • Publication date: 7/9/2007
  • Pages: 241
  • Sales rank: 884,681
  • Product dimensions: 5.80 (w) x 8.30 (h) x 1.00 (d)

Meet the Author


Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Stanford Graduate School of Business, where he has taught since 1979. He is the author or coauthor of twelve books, including Hard Facts, Dangerous Half-Truths & Total Nonsense and The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action.
Read More Show Less

Table of Contents


What Were They Thinking?: Avoiding Common Management Mistakes     1
People-Centered Strategies
The Face of Your Business: It's People, Not Software, That Build Customer Relationships     13
Making Companies More Like Communities     19
A Blueprint for Success: Spend More on Training     25
How Companies Get Smarter: Taking Chances and Making Mistakes     32
Why Employees Should Lead Themselves     39
Creating Effective Workplaces
Stop Picking Employees' Pockets: It Seldom Fixes Anything     49
Let Workers Work: The Downsides of Having People Manage Their Own Benefits     56
Why Spy on Your Employees?: Building Trust in the Workplace     62
All Work, No Play?: Maybe Long Hours Don't Pay     68
Sins of Commission: Be Careful What You Pay For, You May Get It     74
More Mr. Nice Guy: Why Cutting Benefits Is a Bad Idea     81
Resumes Don't Tell: Pick People for What They Can Do, Not What They May Have Done     87
Power Play: Rethinking Leadership and Influence
The Courage to Rise Above: Don't Be Afraid to Stand Out     95
Executive-in-Chief: The Importance of Framing and Repetition     102
How to Turn On the Charm: Building Influence Through Real Human Interaction for a Change     109
A Field Day for Executives: The Benefits of Knowing WhatYour Organization Actually Does     116
The Whole Truth, and Nothing But     122
Refuse to Lose: Persistence Pays     127
No More Excuses     133
Measures of Success: Rethinking Organizational Strategy
The Real Budget Crisis: Stop Rewarding Forecasting and Negotiating Instead of Real Performance     141
Shareholder Return Is the Wrong Measure of Performance     147
Dare to Be Different     154
Curbing the Urge to Merge     160
Don't Believe the Hype About Strategy     166
Facing the Nation: Organizations and Public Policy
In Praise of Organized Labor: What Unions Really Do     173
What to Do-and Not Do-About Executive Pay     181
Stopping Corporate Misdeeds: How We Teach the Wrong Lessons     188
Notes     195
Index     213
Acknowledgments     239
About the Author     243
Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star

(0)

4 Star

(0)

3 Star

(0)

2 Star

(0)

1 Star

(0)

Your Rating:

Your Name: Create a Pen Name or

Barnes & Noble.com Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & Noble.com that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & Noble.com does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at BN.com or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation

Reminder:

  • - By submitting a review, you grant to Barnes & Noble.com and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Noble.com Terms of Use.
  • - Barnes & Noble.com reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & Noble.com also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on BN.com. It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

 
Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously
  • Anonymous

    Posted January 17, 2010

    No text was provided for this review.

  • Anonymous

    Posted January 20, 2010

    No text was provided for this review.

  • Anonymous

    Posted January 18, 2010

    No text was provided for this review.

  • Anonymous

    Posted January 22, 2010

    No text was provided for this review.

  • Anonymous

    Posted January 16, 2010

    No text was provided for this review.


If you find inappropriate content, please report it to Barnes & Noble
Why is this product inappropriate?
Comments (optional)