First, Break All The Rules What The World’s Greatest Managers Do Differently Book Report Samantha Cordon ENGL 3303 Dr. Hudson November 4, 2015 First, Break All The Rules What the World’s Greatest Manager’s Do Differently In order for a company to be successful, the employees must have a leader who can motivate and guide them. That is the role of a manager. The best managers in the world are different in all aspects, except that they break set boundaries and take risks to thrive in the business world. The methods that may seem unconvientional and unethical to most, are what sets apart good managers from great ones. Over a span of 25 years, the Gallup Organization interviewed over one million employees asked each of them one hundred questions. They used these interviews to identify the challenges of many companies and explain how great managers attract, hire, and keep their most talented employees. The first step in running a successful company is identifying what employee needs must be fulfilled in order for the best employees to stay longer and perform to the best of their ability. The six most important employee needs are: 1. To know what is expected of them. 2. To have the materials and equipment needed to do the job well. 3. To have the opportunity to do what they are best at. 4. To receive recognition for work done well. 5. To have someone at work who cares about them as a person. 6. Have a supervisor who encourages their development. After creating an environment that fulfills the needs of your employees, there are four keys to success that must be followed. The first key is to search for your employee’s talents. Normally, managers try to hire those with experience, intellect and determi... ... middle of paper ... ...it would also benefit employees. Its methods can be useful to all types of companies, as proven by the broad research. If an employee reads this book, it will help them better understand how the company will run and how they can use their strengths to help develop the company. I believe managers can set up a presentation on this book for their employees and this would put everyone on the same page toward their goals. This book covers exactly what employees need to deliver extraordinary results, and the four key things managers need to do to create the environment that makes those extraordinary results possible. The insights of these managers are not just for certain companies or a fad, they work in the real world. These ideas, thoughtfully implemented, have created workplaces where high productivity, high profit, low employee turnover and high customer satisfaction.
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...
What does it take to keep talented employees in your company? This valid question is not one that begs a fast, ready, and consistent answer. As a supervisor myself, it is one I have pondered often as I strive to keep and develop the best staff. Effective leadership involves not only the active and reflective supervision of your staff, but also modeling, openness, and a genuine appreciation for the work that your employees put in and the potential they have to grow within and contribute to the organization as a whole.
Managers tend to motivate people by threatening them. Foster creativity and innovation by micromanaging them. Inspire people by enforcing conformity.
The second implication for the Boston Market was unable to retain skillful employee, lost of key employees, lost of skills and knowledge, turnover cost. The implication is the observation that comes out from Sash, AJ and April. These three people are very talented in their jobs. They are fast learner, very energetic in their work, and have a positive thinking. Boston Market needs to retain their talented employee in order to keep the important source of competitive advantage from others competitor. Therefore, employers must take good care of their employee in order to retain the employee and give them trust and loyalty because it is the foundation of relationships in the organization to achieve the organization’s goal (Aguenza & Som, 2012).
The author Tracy Mullen states exactly what all ownerships, supervisors and managers spend time thinking about when it comes to their employee’s, how do we increase morale and productivity? Owning, running and even managing a productive organization is not an easy task to say the least. However to have a productive organization you must have productive employee’s and management staff. Organizational success it is required to implement managerial functions appropriately. How a company is structured can lead to overly productive employees or it can lead to employees whom are ineffective and not trust worthy of your organization. Companies are spending millions of dollars on researching how to hire, train and maintain great employee’s, the flip
Management must discover what is important and what will work for each employee to see their value.
...ccording to the successful managers hand handbook, "people are the key to your organization's present and future success. Organizations compete for talent as well as for customers. Having a reputation as a desirable place to work helps organizations attract and retain top people. It is to your advantage to know the talent of your organization and to know what needs to be done to help each person develop, and understand the priority of a particular talent so you can meet your business goals".
As managers, one of the biggest challenges we face on a daily basis is that of actually managing our people. One common challenge we discovered among our group was the difficulty of hiring the right people for the right job. Not only does one have to define the technical skills necessary to perform the job, managers need to determine which type of behavioral skills the new hire must possess in order to fit into the dynamics of the existing team. The latter is much harder to identify. Finding the right personalities that will work well and compliment your existing team is critical. Personnel Decisions International (1999) explains, when hiring people it is important to determine the most important competencies for the organization as well as the position. The involvement of management in articulating the behavioral expectations of the new roles is critical.
Hiring an individual is simple, but getting the right individual takes a lot of effort and this makes a big distinction. The finest workforce gets the work done, they are bliss to supervise and assist the organization’s development. Recruitment focusing on merely employing warm bodies could result in headaches and unexpected setbacks. Sudden hire might need hours of management and time used up in control, retraining in addition to terminat...
The most critical asset too many company is there Human resource department, they play a significant part of the organizational growth. Any company should be motivating their employee’s and retaining employees that are capable in doing what is needs for the company. Both motivating and retaining employees are essential to develop new customers and their needs as well as quality improvements throughout the company. “Motivation ranks as one of the most commonly used terms in business. Seeking to understand the nature of motivation, increase levels of motivation, and subsequently improve levels of performance has been a constant goal in management and organizational literature” (Baack, 2012). Motivated employees improve, contribute and effectively enhance the company’s performance by connecting with their behaviors, personal goals along with the company’s goals.
It gives rise to individual creativity within acceptable limits of trial and error. Such a development of the skills and talents of employees also evolves a great degree of self-confidence. These employees become invaluable assets of the organization as they are well versed with the organizational goals, both short term and long term.
In today’s competitive landscape, organizations must utilize every resource to its fullest in order to achieve profitability. Peter F. Drucker, who is known as “the founding father of the discipline of management”, informs us that employees are assets, which should be treated as a company’s most valuable resource. The key players involved in utilizing this valuable resource are the managers of a company. Managers have a vital role in a company and the effort they put forth into their tasks and responsibilities will directly affect the success of a company. In Drucker’s book Management: Tasks, Responsibilities, Practices (Revised Edition), he explains the role of a company’s management team and the secrets to becoming a great manager.
(Samantha , 2001) put forward three steps which starts by meeting individually with the employees on a regular basis, then personal interviews are used as tools in assessing attributes such as...
Staying ahead of the competition and increasing profits are the fundamental objectives for every organization. However, many firms today continue to invest extensively in business development activities and less on employee productivity. This mindset ignores the firm’s chief asset and its core foundation, its workforce.
A recent report by the renowned Hay group says ‘A talented and aligned workforce is crucial for bringing strategy to life and ensuring an organization delivers on its objectives ‘. This report also says that direct people costs make up an average of 40 per cent of organizational costs. So what is it that drives the organizations today? A talented workforce is the answer. How can a talented workforce be obtained? Pat comes the reply from any industry expert “Through proper strategic workforce planning.” Strategic workforce planning is the need of the hour with the entry of dynamic workforce diversity and booming technology owing to globalization.