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The E-Myth Manager: Why Management Doesn't Work - and What to Do About It Paperback – October 14, 2004
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From Publishers Weekly
To become an E-Myth manager, it's essential to know what you want, to discover your "Primary Aim," asserts Gerber in this sequel to The E-Myth: Why Most Small Businesses Don't Work and What to Do About It. He spells out what he thinks is needed: the E-Myth manager should have an entrepreneurial mind-set, be committed to making choices and must exercise full accountability. Some managers, he maintains, are on autopilot. He sets forth seven steps to establish a conscious organization in which conscious people can find meaning and success. The conscious organization manifests its vision through a high sense of purpose, order, integrity and meaning. A revolution in the "idea" of management is essential, Gerber stresses, one that helps people grow beyond their perceived limitations. The underpinnings of the mind-set of E-Myth managers is to think of their company as a small business, no matter its size. E-MythAi.e., entrepreneurial mythAhas become a buzz word in the corporate world, with good reason as Gerber reaffirms here.
Copyright 1998 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
"Michael Gerber's E-Myth [Mastery Program] has been a valuable tool in creating an exciting and viable corporate vision and bringing Dale Carnegie Training into the next millennium." -- Michael Crom, vice president, Dale Carnegie Training"The system [in the E-Myth Mastery Program] first helped me build the 'basics' of my business and create a real and successful organization. It has also enabled me to explore what personal 'freedom' and 'joy' can mean as chairman of our now profitable business."-- William Coleman, William H. Coleman, Inc.
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Top customer reviews
As the E-Myth approach emphasizes, the fundamentals revolve around a system - in this case both a management system for business and career, that can be worked on, rather than merely in. Gerber takes us through the transformation of a composite manager - Jack - from frustrated middle management cog to E-Manager. He works through the developmentof a Vision, Primary Aim, Strategic Objective, Financial Strategy, Organizational Strategy, Management Strategy, People Strategy and Marketing Strategy. At each point, the emphasis is on system and consistent results - as well as self-knowledge and the preeminence of vision in the process.
The book will make you think and provides opportunities for both introspection and development. A good read.
As an owner, the book opened my eyes to how empowerment can and hopefully will set me free.