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In this legendary business book and Silicon Valley staple, the former chairman and CEO (and employee number three) of Intel shares his perspective on how to build and run a company.
The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. Born of Grove’s experiences at one of America’s leading technology companies, High Output Management is equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance—throughout, High Output Management is a practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work.
|Publisher:||Knopf Doubleday Publishing Group|
|Product dimensions:||5.10(w) x 8.00(h) x 0.60(d)|
About the Author
Andrew S. Grove emigrated to the United States from Hungary in 1956. He participated in the founding of Intel, and became its president in 1979 and chief executive officer in 1987. He was chosen as Time magazine’s Man of the Year in 1997. In 1998, he stepped down as CEO of Intel, and retired as chairman of the board in 2004. Grove taught at the Stanford University Graduate School of Business for twenty-four years. He died in 2016.
Read an Excerpt
Foreword to the Vintage Books Edition
Excerpted from "High Output Management"
Copyright © 1995 Andrew S. Grove.
Excerpted by permission of Knopf Doubleday Publishing Group.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
- Breakfast (or a College Graduate, or a Compiler, or a Convicted Criminal ... )
- One More Thing...
Most Helpful Customer Reviews
This is one of the best management books I've found. Grove covers the fundamental underlying issues that make it difficult to coordinate a group of folks to actually do something effectively, while also constantly adapting to change.He covers stuff like the tension between mission and function, what it really takes to have a good working and training relationship with your direct reports, and the reasons for dual reporting/matrix management.While the book is fairly readable, my main gripe would be that the presentation seems a bit too compact (you'll probably need to read it more than once to really absorb a lot of the info). For this reason, it would be nice to see an expanded and somewhat better organized edition.Besides, High Output Management deserves more prominence than it's received to date, and since Andy Grove is much better known today than he was in 1983, I suspect a new edition might do well.
Great book with practical advice that holds true even today.