- Paperback: 144 pages
- Publisher: McGraw-Hill; 1 edition (April 1, 1999)
- Language: English
- ISBN-10: 0071342559
- ISBN-13: 978-0071342551
- Product Dimensions: 5.9 x 0.5 x 8.9 inches
- Shipping Weight: 10.6 ounces
- Average Customer Review: 21 customer reviews
- Amazon Best Sellers Rank: #446,742 in Books (See Top 100 in Books)
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Why Employees Don't Do What They're Supposed To Do and What To Do About It 1st Edition
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From the Back Cover
The essential management survival toolwith 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 forand 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.
"In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance ... [This book] should be on the desk of anyone who manages others."Entrepreneur
"A practical, results-oriented guide for every VP, manager, supervisor, foreman, and small-business owner ... The practical advice provided here is applicable to all kinds of jobs at all levels ... It is an essential resource of innovative, practical ways to achieve optimum employee performance."Business Opportunities Journal
"Straightforward answers to a question managers have asked themselves time and time again ... Fournies's book delivers what his title promises."Shop Talk
"A fresh management approach to getting better results."Association Management
"A practical, down-to-earth book that should help managers improve employee performance."Communications Briefing
About the Author
Ferdinand F. Fournies, internationally recognized consultant, speaker, and professor at Columbia's Graduate School of Business is now retired.
Top customer reviews
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Know what to say when dealing with that difficult to manage employee and turn things around.
you can't go wrong with this style of leadership and it relates to almost all aspects of great leadership foundations.
The title is good for showing up in searches, but this is not a book that you should leave on your desk at work lol. I ripped the cover off.
The "what to do about it" part had some decent examples, but I didn't find it super helpful. Worth every penny of the $0.01 I paid for it lol
- Process is more important than substance.
- Management can be detached from leadership.
- Management is more about skill than about character.
Employees follow and build loyalty to leaders who lead, not administrators who manage. When you've proved yourself as a leader, when you've proved (by consistent actions over time) to your employees that you really have their best interests at heart, and when you've shown that you'll work with those who want to improve, but will deal decisively with those who poison the work environment, then amazingly enough, employees tend to start doing what they ARE supposed to do.
I'd recommend skipping this one and picking up a copy of Leadership as a Lifestyle, by Hawkins, instead.