"First, Break All the Rules: What the World's Greatest Managers Do Differently” was written by Marcus Buckingham and Court Coffman. It’s based on in-depth interviews by the Gallup organization of over 80,000 managers in over 400 companies to help managers as well as talented employees who have the potential and plan on eventually becoming great managers. The book is mainly branched into "four keys" that are vital to proclaim the potential and perplexity of human resource development in organizations of all sizes. These keys consider the capacity of a manager to select the optimum personnel based on talents, results, strengths, and fit. It’s an excellent book that turns the conventional wisdom about managing people upside down and provides great insight on how to assess the performance of an organization in general.
I personally found this book very interesting, at this point in my life I’ve decided that I want to make a career out of working in Higher Ed and that is the reason I’ve started my MBA. I yearn to be a manager at some point in my life and this book has a great deal of useful knowledge and material to help me become a great manager. The first concept that is introduced in the book is The Measuring Stick which breaks down into 12 important questions about measuring the strengths of a workplace. Yet these questions are not dealing with pay, benefits, and or organizational structure since these are important to every employee. The questions are actually in regards to recognition, progress, and development which can truly measure a strong workplace and if workers can answer them with certainty that manager has efficiently created an environment where the best employee can be retain and attract. “...the manager - n...
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...s not only about learning how to be a great manager, but also about what I as the employee should be doing to improve my work experience with my manager and how to evaluate my job in terms of growth. It’s a tremendous concept to be able to have a great manager, leader, or mentor to learn from, but unfortunately that’s not always the case and this book will come in extremely handy and useful to learn more about becoming a great manager.
Works Cited
Buckingham, Marcus, and Curt Coffman. First, break all the rules: what the world's greatest managers do differently. New York, NY.: Simon & Schuster, 1999.
"First, Break All the Rules" - Review of an Outstanding Management Book By Susan Koval." http://ezinearticles.com/. http://ezinearticles.com/?First,-Break-All-the-Rules---Review-of-an-Outstanding-Management-Book&id=1295014 (accessed November 15, 2013).
Kinicki, Angelo, and Brian K. Williams. Management: A Practical Introduction. New York: McGraw-Hill Education, 2013. Print.
...yers and their managers. Billy’s leadership skills and organizational management can be very helpful to any manager of a team. The book is very effective with key learning, for instance, change management, organizational culture, innovation, strategizing, leadership, and risk taking. It is the best book for managers who want to build their teams from scratch. He was a good encouragement to the team and this can be seen through his words, “You may not look like a winning team but you are one.”Billy portrayed good leadership and management qualities that every manager should possess. The book offers critical insights that encourage every manager to think out-of-the-box. The biggest lesson from the book is that every problem has a solution.
The Effective Manager: Perspective and Illustrations. Ed. Jon Billsberry. Thousand Oaks, CA: SAGE Publications: 287-294.
Buckingham, M. (2005). What Great Managers DO. Harvard Business Review, 83(3), 70-79. Retrieved from EBSCOhost.
I really enjoyed diving deep into Bennis’ mind of what it really means to have the qualities of a leader. Bennis strongest points relates a manager to a leader. It was an inspiring comparison that really opened my eyes on what I viewed a leader to be. I felt Bennis made his points clear and I never felt confused or unclear about his writing. In the world that I live in today, the meanings are tossed and turned everywhere leaving everyone confused on what it truly means to be a successful leader. After reading this, I feel encouraged to step up and actually make the most of situations that are tossed my direction. I feel this book gave me a whole new outlook on life and I feel rewarded I had the opportunity to read
Dr. Sutton highlights what it takes to be a good boss. People that work for a good boss are 20 percent less likely to have a heart attack (Sutton, 2010). Dr. Sutton wrote that teams with stronger leaders cost the company less money and achieved their work better (Sutton, 2010). Engagement and performance of employees were based upon their direct boss and not if the company was good or bad (Sutton, 2010). Most bad bosses have employees who have check-out: actively disengaged, and undermine their co-workers accomplishments. Managers have to find the balance between performance and humanity to be successful. Performance is about doing everything possible to help followers do great work; while humanity is about employees experiencing dignity and pride. Treating managerial work as an endurance race instead of a sprint race with small wins will lead one to becoming a good boss called grit by Sutton. Sutton believes that good bosses walk a constructive line between being assertive and not assertive enough with guidance, wisdom, and feedback that he called Lasorda’s law (Sutton, 2010).
After Bill George and Peter Sims interviewed all 125 managers, they found a common thread throughout each of their interviews: their life stories impacted their passion to lead. After expe...
Robbins, S.P., Coulter, M. (2014). Management (12th ed.). New Jersey: Pearson Education, Inc. [VitalSource bookshelf version]. Retrieved from http://devry.vitalsource.com/#/books/9781269550994/recent
I personally found this book to be an excellent read, and while I haven’t read to many business management books. I can feel safe to say that I think this one does an excellent job in conveying key management principals for today’s workplace. It also appealed to me due to my fascination with the way in which our military operates. I believe he did a great job of staying clear of getting too detailed in either is leadership model and military jargon. I would recommend this book to anyone who feels intimidated by management books that read more like a textbook, who want to learn but also enjoy the reading too.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
Robbins, S, DeCenzo, D, Coulter, M & Woods, M 2011, Management: The Essentials, Pearson Australia, NSW, Australia, 1st Edition
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Robbins, S, DeCenzo, D, Coulter, M, Woods, M 2011, Management the essentials, Pearson Education, New South Wales.