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High Output Management Paperback – August 29, 1995
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“[Andy’s] book played a big role in shaping my management style.” —Mark Zuckerberg, cofounder and CEO of Facebook
"A good book, generous enough with advice and observations to be required reading." —The Wall Street Journal
"A great book. . . . Its elementary prescriptions form the basis of a highly effective management style." —San Francisco Chronicle
"An important book which says some very important things . . . beautifully and with style." —Peter Drucker
“High Output Management is a bible that every entrepreneur and every manager in the country should look at, read and understand.” —Bill Campbell, former Intuit CEO
“Andy exemplifies the best of Silicon Valley. Andy built the model for what a high quality Silicon Valley company could be.” —Marc Andreessen, creator of the original Mosaic and Netscape web browsers
From the Inside Flap
what techniques and indicators you can use to make even corporate recruiting as precise and measurable as manufacturing
how to turn your subordinates and coworkers into members of highly productive team
how to motivate that team to attain peak performance every time
Combining conceptual elegance with a practical understanding of the real-life scenarios that managers encounter every day, High Output Management is one of those rare books that have the power to revolutionize the way we work
- Item Weight : 7.1 ounces
- Paperback : 272 pages
- ISBN-10 : 9780679762881
- ISBN-13 : 978-0679762881
- Dimensions : 5.2 x 0.59 x 7.89 inches
- Publisher : Vintage; 2nd edition (August 29, 1995)
- ASIN : 0679762884
- Language: : English
- Best Sellers Rank: #8,015 in Books (See Top 100 in Books)
- Customer Reviews:
Top reviews from the United States
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1. The hard thing about hard things, by Ben Horowitz
2. High output management, by Andy Grove (this book)
3. The life changing magic of tidying up, by Marie Kondo (yes, I know it's not a business or strategy book, but I consider it a philosophy book)
If you don't read a lot of management or business strategy books, I'd recommend you start with The Hard Things, as Horowitz has a lighter voice, and his book is funnier and an easier read. In Hard Things, Horowitz geeks out about his mentors / role models, including Andy Grove. If you like Hard Things and want to take the master class, you should definitely read this book. Grove is amazingly insightful, and his philosophy is inspiring.
This book (High Output Management) dates from 1983 and it shows in the tone and subject matter. The book predates widespread email and talks a lot about manufacturing. However, these are not shortcomings. In fact, it is great that the author is not distracted by things like agile, lean, kanban, etc modern marvels. He makes an analogy between a fast food restaurant and other processes, including knowledge work and HR, and the analogy holds up. Of course, he also gives examples from his work at Intel.
- what are high leverage activities and how to focus on them
- how many direct reports are optimal
- different types of meetings and how to run them, including 1:1s
- task relevant maturity (TRM) of employees and how to manage them accordingly
- how to give performance feedback
- compensation and promotions
- why and how you should invest in training programs
- how to try to keep an employee who is quitting
Everything is meat and potatoes of people and process management, and to the point. As I was reading this book, much of it resonated with my own experience, and at other times I was amazed at insights that showed me how Andy Grove truly was a top manager, after starting as a researcher and engineer.
I wish I had a mentor or manager as wise as Andy Grove.
1) His belief of an output-oriented approach to management
2) work is pursued in teams, and
3) team will perform well only if peak performance is elicited from individuals that compose it
He emphasizes the importance of judging managers based on the output that they achieve, which is an accumulation of the outputs of the people that work for them. He also focuses on the importance of continuing to improve yourself and strive to be better. He rightly points out that nobody owes you a job. This simple fact is desperately needed in today's victim-hood culture and blame it all on the rich mentalities.
He goes into detail about manufacturing processes and uses simple analogies to demonstrate his point. He also points about the pros and cons of being decentralized versus centralized, and gives several helpful practical strategies on topics such as giving reviews to ways to maximize your time.
Grove's success is undebatable. This book shows his underlying philosophy of individualism and optimism was key in shaping the man he was and everything he achieved. Highly recommend for anyone who manages anything or even just interacts with people. So unless you literally live in a cave, this book will be a benefit.
If you want to read a book that is simple, easy to understand and with anecdotes, Ben Horowitz has done a better job explaining this. I do want to say, Andy Grove had another book called Only the paranoid Survive. That was a very good book. But this one, High Output Management, is too complicated for my taste.
Coming from a different field I felt I needed to brush up on my management skills knowing I would be overseeing a new type of employee. (Millennials and Gen Z)
Upon my first few weeks and making connections this book was recommended.
Ironically enough I had read this book 10 years ago when I first became a manager at my old job. It provides valuable incite to the type of person that is respected and can manage employees below them with confidence and structure
Reading this again with an entirely different mindset was refreshing.
Top reviews from other countries
But a good book nevertheless.
I would challenge anyone to review their own workplace, their own work practices using some of Grove's ideas.
Liked the simple idea on the manager's preparation for decision making:
What decision needs to be made?
English: Portrait of Andrew Grove. (Photo credit: Wikipedia)
When does it have to be made?
Who will decide?
Who will need to be consulted prior to making the decision?
Who will ratify or veto the dcision
Who will need to be informed of the decision?
Pity it does not happen more often.
On meetings I think he is right: two types. Are we talking of a process oriented meeting (one-on-one, staff meetings, operations reviews) or a mission-oriented meeting?
The discussion of hybrid organisations and dual reporting is straightforward and recognises the reality of how many businesses need to be structured.
Liked the honesty of his section on performance appraisal. And his clarity on the importance of this process, the need for preparation and the rationale for the process in the first instance.
Not sure I fully agreed with him on his views on trying to retain people who say they are going to leave.
Finally - he is very clear on the manager's role and responsibility for training - including preparation and delivery of training. I would see this as a major failing with many managers in industry. And a major missed opportunity.