High Output ManagementKnopf Doubleday Publishing Group, 18 de nov. de 2015 - 272 páginas In this legendary business book and Silicon Valley staple, the former chairman and CEO of Intel shares his perspective on how to build and run a company. A practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work. The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. Born of Grove’s experiences at one of America’s leading technology companies (as CEO and employee number three at Intel), High Output Management is equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance. "Generous enough with advice and observations to be required reading." —The Wall Street Journal |
Conteúdo
Delivering | 3 |
Managing the Breakfast Factory | 15 |
Managerial Leverage | 39 |
MeetingsThe Medium of Managerial Work | 71 |
Decisions Decisions | 88 |
Todays Actions for Tomorrows | 102 |
The Sports Analogy | 157 |
TaskRelevant Maturity | 172 |
Manager as Judge | 181 |
Two Difficult Tasks | 203 |
Compensation as TaskRelevant Feedback | 213 |
Why Training Is the Bosss Job | 221 |
Outras edições - Ver todos
Termos e frases comuns
ager Alfred Sloan Andy Andy Grove assess basic become black box Breakfast Factory build to order Cindy consider corporate cost course decision decision-making delegate deliver division dual reporting effective employees engineer environment example feel forecast functional groups Gordon Moore happens hierarchy High Output Management hire hybrid organization important improve indicators individual inspection Intel interview inventory issues Joe Frazier key results know-how manager look management style managerial leverage manufacturing manager material matrix management MBO system ment middle managers mission-oriented mode of control monitoring motivation one-on-one operation organizational peers percent performance review person Peter Drucker Peter Principle planning process plant principle problem production promoted questions responsible role scheduled self-actualization someone specific staff meeting subordinate subordinate's supervision supervisor talk task task-relevant maturity things tion toast toaster unit values