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What where they thinking? Unconventional wisdom about management

Author: Pfeffer, Jeffrey Publisher: Harvard Business School Press, 2007.Language: EnglishDescription: 241 p. ; 22 cm.ISBN: 9781422103128Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6950.5 .P44 2007
(Browse shelf)
001213820
Available 001213820
Total holds: 0

Includes bibliographical references and index

Digitized

What Were They Thinking ? Unconventional Wisdom About Management Contents 1 What Were They Thinking? 1 Avoiding Common Management Mistakes Part I: People-Centered Strategies 2 The Face of Your Business 13 It's People, Not Software, That Build Customer Relationships 3 Making Companies More Like Communities 19 4 A Blueprint for Success 25 Spend More on Training 5 How Companies Get Smarter 32 Taking Chances and Making Mistakes 6 Why Employees Should Lead Themselves 39 Part II: Creating Effective Workplaces 7 Stop Picking Employees' Pockets 49 It Seldom Fixes Anything 8 Let Workers Work 56 The Downsides of Having People Manage Their Own Benefits 9 Why Spy on Your Employees? 62 Building Trust in the Workplace 10 All Work, No Play? 68 Maybe Long Hours Don't Pay 11 Sins of Commission 74 Be Careful What You Pay For, You May Get It 12 More Mr. Nice Guy 81 Why Cutting Benefits Is a Bad Idea 13 Resumes Don't Tell 87 Pick People for What They Can Do, Not What They May Have Done Part III: Power Play Rethinking Leadership and Influence 14 The Courage to Rise Above 95 Don't Be Afraid to Stand Out 15 Executive-in-Chief 102 The Importance of Framing and Repetition 16 How to Turn On the Charm 109 Building Influence Through Real Human Interaction for a Change 17 A Field Day for Executives 116 The Benefits of Knowing What Your Organization Actually Does 18 The Whole Truth, and Nothing But 122 19 Refuse to Lose 127 Persistence Pays 20 No More Excuses 133 Part IV: Measures of Success Rethinking Organizational Strategy 21 The Real Budget Crisis 141 Stop Rewarding Forecasting and Negotiating Instead of Real Performance 22 Shareholder Return Is the Wrong Measure of Performance 147 23 Dare to Be Different 154 24 Curbing the Urge to Merge 160 25 Don't Believe the Hype About Strategy 166 Part V: Facing the Nation Organizations and Public Policy 26 In Praise of Organized Labor 173 What Unions Really Do 27 What to Do--and Not Do-- About Executive Pay 181 28 Stopping Corporate Misdeeds 188 How We Teach the Wrong Lessons Notes 195 Index 213 Acknowledgments 239 About the Author 243

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