What Were They Thinking? Unconventional Wisdom about Management

ISBN-10: 1422103129
ISBN-13: 9781422103128
Edition: 2007
Authors: Jeffrey Pfeffer
List price: $25.00 Buy it from $3.00
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Description: Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success. Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that  More...

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Book details

List price: $25.00
Copyright year: 2007
Publisher: Harvard Business Review Press
Publication date: 6/1/2007
Binding: Hardcover
Pages: 241
Size: 6.00" wide x 8.50" long x 0.75" tall
Weight: 0.946
Language: English

Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success. Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that challenges conventional wisdom while providing data and insights to help companies make smarter decisions. The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, it’s good organizational advice, delivered by Dr. Pfeffer himself.

What Were They Thinking?: Avoiding Common Management Mistakes
People-Centered Strategies
The Face of Your Business: It's People, Not Software, That Build Customer Relationships
Making Companies More Like Communities
A Blueprint for Success: Spend More on Training
How Companies Get Smarter: Taking Chances and Making Mistakes
Why Employees Should Lead Themselves
Creating Effective Workplaces
Stop Picking Employees' Pockets: It Seldom Fixes Anything
Let Workers Work: The Downsides of Having People Manage Their Own Benefits
Why Spy on Your Employees?: Building Trust in the Workplace
All Work, No Play?: Maybe Long Hours Don't Pay
Sins of Commission: Be Careful What You Pay For, You May Get It
More Mr. Nice Guy: Why Cutting Benefits Is a Bad Idea
Resumes Don't Tell: Pick People for What They Can Do, Not What They May Have Done
Power Play: Rethinking Leadership and Influence
The Courage to Rise Above: Don't Be Afraid to Stand Out
Executive-in-Chief: The Importance of Framing and Repetition
How to Turn On the Charm: Building Influence Through Real Human Interaction for a Change
A Field Day for Executives: The Benefits of Knowing What Your Organization Actually Does
The Whole Truth, and Nothing But
Refuse to Lose: Persistence Pays
No More Excuses
Measures of Success: Rethinking Organizational Strategy
The Real Budget Crisis: Stop Rewarding Forecasting and Negotiating Instead of Real Performance
Shareholder Return Is the Wrong Measure of Performance
Dare to Be Different
Curbing the Urge to Merge
Don't Believe the Hype About Strategy
Facing the Nation: Organizations and Public Policy
In Praise of Organized Labor: What Unions Really Do
What to Do-and Not Do-About Executive Pay
Stopping Corporate Misdeeds: How We Teach the Wrong Lessons
Notes
Index
Acknowledgments
About the Author

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