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One Minute Manager Hardcover – Jan 1 1982


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One Minute Manager + Who Moved My Cheese?: An A-Mazing Way to Deal with Change in Your Work and in Your Life + The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
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Product Details

  • Hardcover: 112 pages
  • Publisher: William Morrow; 1 edition (Jan. 1 1982)
  • Language: English
  • ISBN-10: 0688014291
  • ISBN-13: 978-0688014292
  • Product Dimensions: 1.3 x 14.6 x 21.6 cm
  • Shipping Weight: 204 g
  • Average Customer Review: 4.1 out of 5 stars  See all reviews (103 customer reviews)
  • Amazon Bestsellers Rank: #7,845 in Books (See Top 100 in Books)

Product Description

About the Author

Ken Blanchard is the co-author of The One Minute Manager®, and twenty-three other books, including The New York Times business bestsellers, Gung Ho! and Raving Fans. His books have combined sales of more than twelve million copies in more than twenty-five languages. He is the Chief Spiritual Officer of The Ken Blanchard Companies, a full-service training and management company he co-founded with his wife in 1979, as well as a consultant to some of America's top corporations, and a dynamic teacher and speaker. Dr. Blanchard lives in San Diego, California.

From AudioFile

Even if Tony Robbins's style hasn't been your cup of tea, you may change your mind when you hear this impressive collection of ideas on growth and productivity. Whether you're achieving in the world, unblocking yourself, or fine-tuning your "self-talk," Robbins' insights and illustrations will grab your attention with their simple power. It's substantial and mature material, and more believable as a whole program than some of his earlier audio efforts. He really knows how to change attitudes and habits. As always, the classy Nightingale Conant folks provide a workbook and an easy index to the contents, so you can listen repeatedly to the ideas that speak to you best. T.W. © AudioFile 2002, Portland, Maine-- Copyright © AudioFile, Portland, Maine --This text refers to an out of print or unavailable edition of this title.

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ONCE there was a bright young man who was looking for an effective manager. Read the first page
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Customer Reviews

4.1 out of 5 stars

Most helpful customer reviews

4 of 4 people found the following review helpful By Nate Johnson on March 14 2004
Format: Paperback
Kenneth Blanchard's "The One Minute Manager" is a short book that should have either been much shorter or much longer. The longer version would have been supported with research and case studies to back up Blanchard's claims that the techniques are effective. For readers who don't need or want the supporting evidence, here is what the shorter version would look like:
1) Good managers are not micromanagers; they expect employees to take initiative and solve their own problems.
2) Good managers set goals for their employees that are brief and have clear performance standards and expectations.
3) Good managers look for opportunities to praise their employees because self-confident employees are happier and more productive. Employees learn to internalize praise.
4) Good managers are also quick and clear in providing feedback when something goes wrong. Reprimands are more effective when it is understood that managers think highly of their employees. (Presumably, if the "One-Minute Reprimands" happen too often, the employee will no longer work for the One-Minute Manager, so that ending reprimands with statements of the employee's value, as suggested, will always be sincere.)
That's about it.
All this is probably good advice. One of the bosses whose management style I most admired and who inspired me to a high level of performance was very much like the One Minute Manager in the book. I rarely saw him, but when I did, it was clear that he had been paying attention and that he valued my work.
But the storytelling format of the book--it's told by a naive young narrator who interviews the one-minute manager and his employees--draws a couple of pages of material out into a hundred page book.
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3 of 3 people found the following review helpful By tannercpa on Oct. 3 2008
Format: Hardcover
I really liked this book, but for the same reasons I liked it, some may hate it.

First of all, it's an easy read, and it gets its points across by telling a story. Other books, such as The Sixty-Second Motivator, have also used this format succesfully, but this style may not appeal to everyone. To me, it makes the book a lot less boring to read.

Secondly, the book is short. The vast majority of readers will easily be able to read this book in a day. It has bigger font, which I personally liked and thought it made it a joy to read. However here again, some may be turned off by that and consider it to be too "child-like."

Thirdly, the book takes solid mangagerial info and gives it to the reader handily in the form of three "secrets." I found the advice to be very practical and while some may consider it far too simple, it can help you a lot IF you actually apply the info- which I suspect most managers do not.

In conclusion, I recommend this short business classic to anyone looking for better ways to improve their managerial skills. I doubt most will be disappointed.
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By Minuteman on March 16 2004
Format: Paperback
"The One Minute Manger" by Kenneth Blanchard and Spencer Johnson teaches the readers the three skills to achieving effective management. Although the keys to being an effective and successful manager, as described by Blanchard and Johnson, seems unbelievably simple, they will strike an understanding chord among most people who have ever managed and supervised employees. Not because managers typically follow the principles, but precisely because these simple principles are ones that they intuitively know they should be practicing yet do not because of lack of conviction in the methods, worry about changing management styles, low level of interest, or apprehension that they will take too much time.
Not to fear, Blanchard and Johnson address these concerns in their short simple book. The allegory starts off with a young man in search of an effective manager. Initially disillusioned by the managers he encounters, who are only results-oriented at the expense of the employees or only people-oriented at the expense of the organization, the young man discovers The One Minute Manager. The young man learns from The One Minute Manager and the people whom he manages the philosophy of the one-minute management style. The authors gradually convince the readers through examples, anecdotes, explanations, and quotable quotes why and how their three principles, when followed appropriately, actually work. A brief guideline list accompanies each of the three management skills: the "one minute goal setting," "one minute praising," and "one minute reprimand." There is even a concise flow chart to help solidify the management principles into one page near the end of the book; no doubt, designed to be cut-out or photocopied and posted in every manager's office.
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By A Customer on March 4 2004
Format: Paperback
The book demonstrates three easy to use management techniques: One Minute Goal Setting, One Minute Praising, and One Minute Reprimands. One Minute Goal Setting involves setting clear performance standards and expectations. According to the authors, most managers use NIHYSOB or "Now I have you - you SOB" These managers don't tell people what they expect of them; they just leave them alone and then "zap" them when they don't perform at the desired level. In One Minute Goal Setting the manager and employee agree on goals or key areas of responsibilities so that the employee knows what they will be accountable for and what performance is expected. The manager and employee agree that the manager will let the employee know when they are performing well and when they are not.
After One Minute Goal setting the manager stays in close contact with the employee and gives them a One Minute Praising when they do something right. The most important thing in training someone is to catch them doing something right-in the beginning it may be approximately right and gradually move them towards the desired behaviors. Praise employees for what they do right and encourage them to repeat the behavior. That's why it's important to observe new people in the beginning or when starting a new project. The praise should come immediately after you see them do something right and not just at performance review times.
If the employee is not performing as agreed on in the One Minute Goal Setting then the manger may use One Minute Reprimands. The authors state that most managers are "gunnysack discipliners." That is, they store up observations of poor performance and then at performance review time or when they are angry they "open the sack." They tell people all the things they've done wrong for the last weeks or months.
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