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Management Rewired: Why Feedback Doesn't Work and Other Surprising Lessons fromthe Latest Brain Science [Hardcover]

Charles S. Jacobs
3.7 out of 5 stars  See all reviews (27 customer reviews)

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Editorial Reviews

From Publishers Weekly

Starred Review. Jacobs, founder of the Amherst Consulting Group and managing partner of One Eighty Partners, debunks management myths in this provocative, counterintuitive volume, demonstrating how relying on emotions—rather than logic—leads to better business decisions. Jacobs draws on the latest research showing that positive and negative reinforcement don't improve performance, quantifiable objectives cause workers to fixate on the short term and sacrifice long-term focus and certain common management practices produce the opposite of the intended effect. He examines the limitations of current organizational strategy in light of brain science, using layman's language to map out how the brain interprets experience and responds to feedback, reward and punishment. He asserts that organizations that are able to apply brain science to their businesses will have a decided advantage over the competition, and he shows how his findings can enhance performance at every level of a company. Well argued and substantiated, this book turns prevalent management theory on its head and will have lasting impact on how it is taught in business schools and implemented in organizations. (May)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist

Jacobs suggests that the latest developments in brain science transform our understanding of the way people think and behave, contending that emotions rather than logic lead to better business decisions. Each of us sees the world differently, with a wide range of views about everything, and hence direct actions do not create the desired results sought from employees. We learn “the management revolution is about no longer forcing people to do things but encouraging them.” Stories affect change and the transformational leader creates a story about the kind of change necessary to align the needs of employees with those of the organization. With that story, individuals understand that the changes are necessary to meet their personal desire to be part of something bigger than themselves and realize their fullest potential. Not everyone will agree with Jacobs, but he presents thought-provoking insight from new developments in brain research combined with his broad experience as a consultant to major corporations. It is a must-read for managers and aspiring managers. --Mary Whaley

Review

Jacobs, founder of the Amherst Consulting Group and managing partner of One Eighty Partners, debunks management myths in this provocative, counterintuitive volume, demonstrating how relying on emotions-rather than logic-leads to better business decisions. Jacobs draws on the latest research showing that positive and negative reinforcement don't improve performance, quantifiable objectives cause workers to fixate on the short term and sacrifice long-term focus and certain common management practices produce the opposite of the intended effect. He examines the limitations of current organizational strategy in light of brain science, using layman's language to map out how the brain interprets experience and responds to feedback, reward and punishment. He asserts that organizations that are able to apply brain science to their businesses will have a decided advantage over the competition, and he shows how his findings can enhance performance at every level of a company. Well argued and substantiated, this book turns prevalent management theory on its head and will have lasting impact on how it is taught in business schools and implemented in organizations.
-Publisher's Weekly (Starred review)

"This is a lively and often likably eccentric book that does a solid job of surveying some sensible management practices"
- Harvard Business Review

"the book is illuminating, thanks to the author's fluent style and wide learning, which he wears lightly and brings to bear usefully"
-Fortune Small Business

"Jacobs, who has spent decades consulting for blue-chip companies, proposes a radical rethinking of management techniques...reading Management Rewired might soften the touch--and boost the effectiveness--of many a corporate drill sergeant."
--Businessweek

"[Management Rewired] raises fascinating and important questions. Managers should take them seriously."
--Stefan Stern, Financial Times

"Armed with some startling scientific data...persuasive."
--Los Angeles Times

"Noteworthy."
--Kansas City Star

"Management Rewired demonstartes that science does have a role in developing an effective management strategy. By understanding how the brain works, managers can better motivate their employees, make the workplace more enjoyable and improve business performance."
--Risk Management --This text refers to an out of print or unavailable edition of this title.

About the Author

Charles S. Jacobs is managing partner of One Eighty Partners and an adviser to Fortune 500 companies and was also the founder of the Amherst Consulting Group in the 1980s. He has worked in Europe, Asia, and the United States, and his clients include Verizon, Citigroup, Exxon-Mobil, and over fifty of the Fortune 100. He is an active speaker and lecturer. --This text refers to an out of print or unavailable edition of this title.
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