Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

Capa
Broadway Books, 2002 - 227 páginas
3 Resenhas
Why is it that today's superefficient organizations are ailing? Tom DeMarco reveals a counterintuitive principle that explains why efficiency efforts can slow a company down. That principle is the value of slack, the degree of freedom in a company that allows it to change. Implementing slack could be as simple as adding an assistant to a department and letting high-priced talent spend less time at the photocopier and more time making key decisions, or it could mean designing workloads that allow people room to think, innovate, and reinvent themselves. It means embracing risk, eliminating fear, and knowing when to go slow. Slack allows for change, fosters creativity, promotes quality, and, above all, produces growth. This book debunks commonly held assumptions about real-world management, and gives you and your company a brand-new model for achieving and maintaining true effectiveness.
 

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Slack: getting past burnout, busywork, and the myth of total efficiency

Comentário do usuário  - Not Available - Book Verdict

International consultant DeMarco (Peopleware) presents his views on how corporations can become more effective. He states that in an age of acceleration, in which more work is crammed into less ... Ler resenha completa

Review: Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

Comentário do usuário  - Mike Kentley - Goodreads

Good reminder that sometimes working harder is not working smarter -- scheduling every hour of the day with work doesn't leave time for having inspiration kick in. if you don't have the time to think about what you're doing its hard to do good creative work. Ler resenha completa

Conteúdo

UvPLQNZ
3
Business Instead of Busyness
33
in the Accounting Department
71
16 Quality
111
Efficient and0r Effective
122
Management by Objectives
126
CHANGE AND GROWTH 19 Vision
133
Leadership and Leadership
137
Nhat Middle Management Is There For
159
Where Learning Happens
163
Danger in the White Space
173
Change Management
181
RISK AND RISK MANAGEMENT
187
Uncommon Sense
189
The Minimal Prescription
198
3 Working at Breakneck Speed
204

Dilbert Reconsiderecl
142
Fear and Safety
146
Trust and Trustworthiness
150
Timing of Change
155
Learning to Live with Risk
209
AFTERWORD S3 The Needle in the Haystack
217
INDEX
221

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Sobre o autor (2002)

Tom DeMarco is an international management consultant with clients in numerous industries. His previous books include The Deadline (a business novel with more than 40,000 copies sold) and Peopleware (nonfiction, with more than 100,000 copies sold). He divides his time between New York City and Camden, Maine.

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