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

ISBN-10: 0071342559
ISBN-13: 9780071342551
Edition: 2nd 1999 (Revised)
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  More...

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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: 0.836
Language: English

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 easily accessible advice in this book makes it a true desk-side companion.

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

Introductionp. xi
The Hidden Influences That Affect Everyone's Performance
They Don't Know Why They Should Do Itp. 3
They Don't Know How To Do Itp. 11
They Don't Know What They Are Supposed To Dop. 17
They Think Your Way Will Not Workp. 29
They Think Their Way Is Betterp. 33
They Think Something Else Is More Importantp. 41
There Is No Positive Consequence To Them For Doing Itp. 47
They Think They Are Doing Itp. 57
They Are Rewarded For Not Doing Itp. 65
They Are Punished For Doing What They Are Supposed To Dop. 71
They Anticipate A Negative Consequence For Doing Itp. 79
There Is No Negative Consequence To Them For Poor Performancep. 85
Obstacles Beyond Their Controlp. 93
Their Personal Limits Prevent Them From Performingp. 101
Personal Problemsp. 109
No One Could Do Itp. 121
Preventive Management: A New Management System That Gets You The Best Results
How To Use The Power of Preventive Management To Get Perfect Performancep. 125
The Importance Of Friendlinessp. 137
Questions And Answersp. 143
Endnotesp. 159
Indexp. 161
Table of Contents provided by Syndetics. All Rights Reserved.

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