Gung Ho! Turn On the People in Any Organization

Gung Ho! Turn On the People in Any Organization

Audiobook(Cassette - Abridged, 1 Cassette, 90 min.)


Product Details

ISBN-13: 9780375402142
Publisher: Random House Audio Publishing Group
Publication date: 01/28/1998
Edition description: Abridged, 1 Cassette, 90 min.
Product dimensions: 4.38(w) x 6.99(h) x 0.79(d)

About the Author

Ken Blanchard is chairman of the board of Blanchard Training and Development, Inc.  He is the co-author of The One Minute Manager and eleven other bestselling books.

Sheldon Bowles, co-author of Raving Fans, is president of Ode to Joy Limited and the founding president of Domo Gasoline Corporation.

Read an Excerpt


The woods are lovely, dark and deep.
But I have promises to keep,
And miles to go before I sleep,
And miles to go before I sleep.

-- Robert Frost
"Stopping by Woods on a Snowy Evening"

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.

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