- Spiral-bound: 415 pages
- Publisher: McGraw-Hill; 1 edition (Dec 1 1997)
- Language: English
- ISBN-10: 0070580286
- ISBN-13: 978-0070580282
- Product Dimensions: 23.5 x 20.9 x 3.1 cm
- Shipping Weight: 862 g
- Average Customer Review: 4.1 out of 5 stars See all reviews (7 customer reviews)
- Amazon Bestsellers Rank: #197,922 in Books (See Top 100 in Books)
- See Complete Table of Contents
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Product Details |
Product Description
Product Description
Lead your organization into the 21st century with the help of this groundbreaking book that is already creating a stir in corporate boardrooms across America! In a book that does for managers what his mega-bestseller, The Team Handbook, did for teams, Peter Scholtes, who is widely acknowledged as one of the most influential Quality leaders of the decade, shows the real root of management problems. Learn how to stop blaming your workers and start changing the systems with the help of activities and exercises that enable you to immediately begin implementing breakthrough improvements in all your work processes!
Ingram
ld), has written a book for managers that does what The Team Handbook did for teams. He explains how managers can inspire their people and manage the daily workflow for maximum productivity and includes exercises and activities at the end of each chapter to help managers start implementing new ideas immediately.
Inside This Book
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First Sentence
On October 5, 1841, two Western Railroad passenger trains collided head-on somewhere between Worcester, Massachusetts and Albany, New York, killing a conductor and a passenger and injuring seventeen passengers. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
On October 5, 1841, two Western Railroad passenger trains collided head-on somewhere between Worcester, Massachusetts and Albany, New York, killing a conductor and a passenger and injuring seventeen passengers. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most helpful customer reviews
5.0 out of 5 stars
Practical, incisive and visionary handbook,
By
This review is from: The Leader's Handbook: Making Things Happen, Getting Things Done (Spiral-bound)
Scholtes expects to shock people right from the first page of his Preface. Let me quote extensively:"More than 95 percent of your organization's problems derive from your systems, processes, and methods, not from your individual workers.... We look to the heroic efforts of outstanding individuals for our successful work. Instead we must create systems that routinely allow excellent work to result from the ordinary efforts of ordinary people. Changing the system will change what people do. Changing what people do will not change the system. Certain common management approaches--management by objectives, performance appraisal, merit pay, pay for performance, and ISO 9000--represent not leadership but the abdication of leadership. Current buzzwords like empowerment, accountability, and high performance are meaningless, empty babble..." (ix-x) The old organizations's leaders need: forcefulness, ability to motivate and inspire, decisiveness, willfulness, assertiveness, result- and bottom-line orientation, being task-oriented and having integrity and diplomacy. Scholtes' new leadership competencies (much influenced by Edward Deming's ideas...) are based on a new mentality and understanding of: systems thinking, variability of work, how we learn, psychology and human behavior, interactions of these components, and vision, meaning, direction and focus. The bulk of the book gives clear elaborations of these new competencies, with charts, illustrations, pertinent questions and many tools. Ch. 4 on "Getting the Daily Work Done" is a tough one, partly because it takes much effort to grasp the author's use of a Japanese term, "Gemba" (even when I can read the original Chinese characters). Issues of waste, standardization, change versus improvement, performance without appraisal, use of measurement data... are all seen in the new light of systems thinking. Carefully study the differences between "Crazymakers" and "Healing and Learning" in the workplace (pp378-387). There is a summary of the book under "The 47 Habits of Pretty Good Leaders" (pp391-6). Peter Senge's books give excellent background material. This one is a real handbook that should be methodically studied, discussed, adapted and applied to one's own institutions. One must not forget the advice given in Chapter 1: "leaders must be patient with themselves and others, persistent, and humble, and allow themselves and others to be inelegant." (p12,p391)
3.0 out of 5 stars
A reader,
By A Customer
This review is from: The Leader's Handbook: Making Things Happen, Getting Things Done (Spiral-bound)
Being a disciple of W. Edwards Demming, Peter Scholtes has a quality department's process bias; emphasizing systems, processes and statistics. Was I reading another new age quality assurance textbook? Because of this, I felt he overemphasized the present moment. True leaders are going places and have many loyal followers. The book rarely talks about this visionary thinking or how effective organizations are moving into new areas. This is a good book for beginners as long as you're aware he presents a different viewpoint, and because of this, he did bring some useful ideas that other books didn't have. Ironically, he openly admits that you may not agree with some of his viewpoints.
5.0 out of 5 stars
A Great Manual,
This review is from: The Leader's Handbook: Making Things Happen, Getting Things Done (Spiral-bound)
Having attended one of his talks, I gathered this book to be condensed from Scholtes' personal experience and practical knowledge which can also be seen in his "Teams" predecessor. A functional manual covering leadership in all aspects, with its depths and substance manifested in simple and easy to follow guidelines.An ideal recommendation for any modern manager.
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