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Under New Management: How Leading Organizations Are Upending Business as Usual Hardcover – March 15, 2016
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- Daniel H. Pink, bestselling author of DRIVE and TO SELL IS HUMAN
"I can't stop raving about Under New Management to friends and colleagues. If you are going to read one book on being a better manager in the next year, start here. David Burkus has assembled the most practical research and provocative ideas into an incredibly quick read.” - Tom Rath, bestselling author of STRENGTHS FINDER 2.0
"In Under New Management, Burkus hauls 20th-century management ideas to the scrap heap while revealing counterintuitive practices that will drive organizational performance in the back half of the 21st century. And like any good manager, he under-promises, and over-delivers. Under New Management is a lively, provocative, must read."
–Whitney Johnson, Thinkers50, World's Most Influential Management Thinkers, author of DISRUPT YOURSELF: PUTTING THE POWER OF DISRUPTIVE INNOVATION TO WORK.
“David Burkus challenges established management principles and reveals the counterintuitive practices that really drive organizational performance. Under New Management makes a provocative case that you should put customers second, close open offices, and ditch performance appraisals.”
-Adam Grant, Wharton professor and New York Times bestselling author of GIVE AND TAKE and ORIGINALS
Under New Management dares us to rethink some of our most closely held assumptions about management – should we fire managers? Pay people to quit? Celebrate departures? Burkus masterfully questions so-called "best practices” and illustrates how today’s leading companies are unleashing human talent. If you want to stay ahead in the new game of work, read this book!
-Liz Wiseman, bestselling author of MULTIPLIERS and ROOKIE SMARTS
On Seinfeld, perpetual screw-up George Constanza eventually realized that since every impulse he had turned out to be wrong, if he simply did the opposite he would succeed. In David Burkus' brilliant follow-up to the Myths of Creativity, he proves (with data!) just how well that same bit of logic applies to modern management. Get rid of your email, open offices, and performance reviews. Let people take vacation whenever they want, and pay them to quit. If what you’re doing isn’t working, Burkus will show you what does.
-Heidi Grant Halvorson, bestselling author of NO ONE UNDERSTANDS YOU AND WHAT TO DO ABOUT IT
From the Inside Flap
Should employees know each other’s salaries?
Do open floor plans really work? Or is it all just about saving money?
Are there companies that truly put their employees’ welfare first . . . and their clients second?
Are annual performance reviews really necessary?
In Under New Management, Dr. David Burkus, a highly regarded and increasingly influential business school professor, challenges many of the established principles of everyday business practices. Drawing upon the latest research in the field, Burkus has found that not only are many of our fundamental management practices wrong and misguided, but even worse, they can be downright counterproductive.
These days, the best companies are breaking the old and tired rules. For example, in some firms, e‑mail is now restricted to only certain hours, so that employees can work without distraction. Netflix no longer has a standard vacation policy of two to three weeks, but instructs employees to take time off when they feel they need it. And at Valve Software, there are no managers; the employees govern themselves. And this is just the beginning.
The revolutionary insights Burkus reveals here will convince companies to leave behind decades‑old stale management approaches and to implement new ways that will thoroughly enhance employee productivity and morale.
Top Customer Reviews
Mr. Burkus examines a number of management practices that should be upended and replaced with new approaches. Some of these suggestions will be quite shocking to most leaders. There will be a loud chorus of, “It won’t work here.” For each of the suggested new practices, Mr. Burkus first outlines the current widely accepted practice. Then he makes a strong case why such practice should be changed. This argument is backed up with strong research supporting the proposed new practice. Then he shares case studies of companies who have adopted the proposed new approach and the results they have achieved. Not all companies that have tried the new approaches have met with success. Mr. Burkus acknowledges those failures and points out the reason(s) they failed to achieve the expected results.
The various new approaches that are suggested in the book are:
1. Outlaw Email – especially internal email.
2. Put Customers Second – put employees first
3. Stop tracking vacation days – focus on results
4. Pay people to quit – follow the Zappos (and Amazon) model
5. Make salaries transparent
6. Ban non-compete agreements
7. Eliminate the annual employee review
8.Read more ›
Prof. Burkus starts us out on our journey of failed management policies and practices by discussing Frederick Winslow Taylor, one of the first and most influential management thinkers and practitioners. Taylor was the father of “scientific management,” and no less an authority on management than the famous Peter Drucker says of him, “On Taylor's 'scientific management' rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do.” Prof. Burkus believes that Taylor’s day has come and gone. He says, “It became obvious as early as the 1950s that the tools of Taylorism weren’t going to work in the new world of work.” In fact, as Prof. Burkus will point out in the thirteen chapters of his book, many other “tools of work” currently being used in business don’t work and need to be discarded.
Let’s start with the first serious problem for business managers, Email. I think that almost everyone reading this review has a similar problem; that is, how do we keep up with the enormous amount of Email that daily enters our inbox? Today we are afraid to take even the weekend off without checking our Email because we know how quickly our inbox will be filled with messages, most of which can be discarded, but nonetheless need to be seen, even if momentarily, before we delete them. Those moments add up! For this reason Prof.Read more ›
Some of the topics in this book I implement on myself, especially when I work from home where I can actually be efficient and get work done that requires several hours of consecutive thought. Context switching kills any hope of productivity in the office. Of course top down command and control managers do not understand that at all. They think the more they can fit on your plate, the better. They don't understand limiting work in progress to increase productivity at all.
I work from home on Mondays, and whenever I start getting behind on a project. The office is a chaotic fire house. Everyone is running around trying to put out the biggest fire all day. I usually leave work with more on my to do list than what I arrive with in the morning.
Only checking email in between tasks works at home, but at work they are usually followed up by the person at your cube one or two seconds after it was sent asking "Did you get my email?"
We also have Microsoft Lync we use as Instant Messenger. It use to blink at the bottom of the screen which usually annoyed me enough to answer them right away, but the blinking has stopped with one of the latest updates, so I just let them go until I am done my current task too.
One of the companies - marchFIRST, I worked for had no vacation policy. You could take as much as you needed.Read more ›
Most Recent Customer Reviews
I received an advanced reader copy of the book.
One of the best takeaways for me is how fast technology and people have adapted to the changing business landscape. Read more
Loved reading this very informative book! Great encapsulation of chronology of companies management history, and the pros and cons, as well as the hows and whys of where our world... Read morePublished 2 days ago by "KT"
I've been on both sides of the management coin. I've been in management, and I've been managed. I have an idea of what works for me and what doesn't. Read morePublished 7 days ago by Joseph McGarry
David Burkus makes us rethink management truisms in this wonderful book. I'll never look at sending work-related emails the same way.Published 10 days ago by Anne Janzer
This one is not a copycat of other books Burkus has read. He puts out new ideas and lays out a reasonable rationale for each one. Have a happy day!Published 15 days ago by Cy Tuma
I can't get new management concepts out of my head. The management ideas from David's books are well researched and totally relevant. Read morePublished 18 days ago by Amazon Customer
Daniel Burkus writes a compelling case for changing the many models of who companies operate. From more generous sabbaticals (for all) to putting employees over customers and... Read morePublished 20 days ago by Paul LaRue
In this book, Dr. Burkus underscores one very clear point: humanity lives in a whole new world than 100 years ago. Read morePublished 26 days ago by Amazon Customer
What rules or practices are in place at your company that you would like to change?
The annual performance review? Email? Open floor plans? Non-compete clauses? Read more