Why Employees Don't Do What They're Supposed to Do and What to Do about It

Name: Why Employees Don't Do What They're Supposed to Do and What to Do about It
Price: 3.12 USD
Availability: InStock
ISBN: 9780071342551

ISBN-10: 0071342559

ISBN-13: 9780071342551

Edition: 2nd 1999 (Revised)

Authors: Ferdinand F. Fournies

List price: $12.95

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Description:

The essential management survival toolshy;shy;with all new data from more than 5,000 managers. The sheer common sense in this classic resource is what every generation of managers is thirsting forshy;shy;and that's one key reason the book is a New York Times Business Bestseller a full ten years after its original publication. Drawing on new findings from 5,000 managers, Why Employees Don't Do What They're Supposed to Do is abundantly expanded to address such new workplace issues as flex time, retaining good employees, telecommuting, workplace stress, technology, the proliferation of service industries, increased use of temps, and violence in the workplace. The solid, down-to-earth, and…

Book details

List price: $12.95
Edition: 2nd
Copyright year: 1999
Publisher: McGraw-Hill Companies, The
Binding: Paperback
Pages: 144
Size: 6.00" wide x 9.25" long x 0.50" tall
Weight: 0.550
Language: English

Ferdinand F. Fournies, internationally recognized consultant, speaker, and professor at Columbia's Graduate School of Business is now retired.

Introduction	p. xi
The Hidden Influences That Affect Everyone's Performance
They Don't Know Why They Should Do It	p. 3
They Don't Know How To Do It	p. 11
They Don't Know What They Are Supposed To Do	p. 17
They Think Your Way Will Not Work	p. 29
They Think Their Way Is Better	p. 33
They Think Something Else Is More Important	p. 41
There Is No Positive Consequence To Them For Doing It	p. 47
They Think They Are Doing It	p. 57
They Are Rewarded For Not Doing It	p. 65
They Are Punished For Doing What They Are Supposed To Do	p. 71
They Anticipate A Negative Consequence For Doing It	p. 79
There Is No Negative Consequence To Them For Poor Performance	p. 85
Obstacles Beyond Their Control	p. 93
Their Personal Limits Prevent Them From Performing	p. 101
Personal Problems	p. 109
No One Could Do It	p. 121
Preventive Management: A New Management System That Gets You The Best Results
How To Use The Power of Preventive Management To Get Perfect Performance	p. 125
The Importance Of Friendliness	p. 137
Questions And Answers	p. 143
Endnotes	p. 159
Index	p. 161
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