- Tapa dura: 208 páginas
- Editor: Harvard Business School Press; Edición: First Printiing (1 de mayo de 2004)
- Idioma: Inglés
- ISBN-10: 1591394082
- ISBN-13: 978-1591394082
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº287.948 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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A Bias for Action: How Effective Managers Harness Their Willpower, Achieve Results, and Stop Wasting Time: How Effective Managers Harness Their Willpower to Achieve Results (Inglés) Tapa dura – 1 may 2004
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Reseña del editor
In A Bias for Action, Sumantra Ghoshal and Heike Bruch reveal that only 10% of managers act purposefully to get truly important work done.
A Bias for Action shows that great managers produce results not by motivating others, but by engaging their own willpower through a powerful combination of energy and focus. Bruch and Ghoshal provide simple strategies for bolstering individual willpower and action-taking abilities, and explore ways to marshal the willpower of others to encourage collective action.
Biografía del autor
Heike Bruch is a Professor of Leadership at the University of St. Gallen (Switzerland).
Sumantra Ghoshal is Professor of Strategic and International Management at London Business School and co-author of Managing Across Borders (HBS Press, 1998).
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A few things changed, however. I found myself needing to motivate personnel after several missed deadlines, and high absenteeism; including among them lead programmers and team champions. Despite my experience in project management and a background in counselling, I was floundering for a while - seeking carrots and sticks, and unsure of how to get the best out of my people. Then I read Peters' and Waterman's "In Search of Excellence", Collins' and Porras' "Built to Last" and Roberts' "The Modern Firm." (the last of these being the best of this genre; very strongly recommended).
Finally I returned to "A Bias for Action" and this time the big picture presented by the book and the recommendations for managerial action (checklists of questions, for example) made complete sense. I realized that this was anything but another collection cliched motivational slogans. This book is based on empirical research, and that makes the difference.
When you come to it as a manager facing motivational problems among your senior staff, you will discover here the solutions to the problems you face; not in a cook-book fashion, but rather the big picture and with broad principles. And among them you will find specific schemes for re-thinking the motivational dynamics in your firm and implementing constructive change.
Using this book, with several others on coaching adults, I am putting together a coaching programme for my staff. The material in "A Bias For Action" has already provided valuable material for this programmme. I shall not characterize this book as a must-read for every manager; but it is a very useful addition to the reading list for managers who are confronting motivational problems among senior staff.