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- Herausgeber: Business Book Summaries
- Kategorie: Fachliteratur
- Sprache: Englisch
The must-read summary of Rodd Wagner and James Harter's book: "12: The Elements of Great Managing".
This complete summary of the ideas from Rodd Wagner and James Harter's book "12: The Elements of Great Managing" identifies 12 fundamental requirements which make a good manager based on the responses of over a million employee interviews. Stating clear common objectives, providing sufficient training, giving appropriate feedback, encouraging personal development and providing opportunities for growth are just a few of the key elements which motivate employees, and foster a healthy working environment. What’s more, if people feel valued and encouraged by their managers, this results in a greater loyalty to the employer and a more ambitious work ethic. This summary not only provides 12 key principles of management, it also outlines the benefits of good management on a personal and organisational level. Although some of it may seem intuitive, this succinct guide will be truly valuable in bringing together all the elements in your management toolkit in a coherent and synchronised way.
Added-value of this summary:
• Save time
• Understand key principles
• Expand your leadership skills
To learn more, read "12: The Elements of Great Managing" and discover the key features that you need to adopt to become the best manager.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 34
Veröffentlichungsjahr: 2013
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Book Presentation12 by Rodd Wagner and James Harter
Summary of 12 (Rodd Wagner and James Harter)
Book Presentation12 by Rodd Wagner and James Harter
Book Abstract
MAIN IDEA
When The Gallup Organization analyzed more than one million employee interviews, it was found there really were only twelve elements which employees needed their managers to provide in order to create a high-performance work environment.
In short, if you want your people to do great things for your organization, make sure you do these twelve things for them.
About the Author
RODD WAGNER is a principal at The Gallup Organization. He has been with the company since 1999 and specializes in studying high-performing managers. Mr. Wagner, a graduate of the University of Utah, was formerly research director for the Portland Press Herald and Maine Sunday Telegram, a reporter and news editor for The Salt Lake Tribune, and a radio talk show host.
JAMES HARTER is chief scientist for The Gallup Organization. He is the author or co-author of more than 1,000 research studies, academic articles and business press articles. Since starting work for The Gallup Organization in 1985, Dr. Harter has co-authored Manage Your Human Sigma and has provided the research used in First, Break All the Rules and How Full is Your Bucket? Dr. Harter is a graduate of the University of Nebraska-Lincoln.
The Web site for this book is at http://gmj.gallup.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of 12 (Rodd Wagner and James Harter)
1. Let everyone know what is expected of them
Great managers combine individual efforts to create the greatest feasible cumulative results by first ensuring everyone is working towards a common objective. Synchronization produces tangible gains.
Talent alone won’t generate superior performance, even if you’ve got individual star performers involved. A team of average performers who understand how to work together well will consistently outperform a collection of individual stars over the long term. The key to generating impressive team accomplishments is to get everyone on the same page and focusing on a common objective first and foremost.
When you organize your team around the right objective or set of objectives, you make it possible for the team members to build on each other’s work rather than attacking the challenge separately and independently. The first step in orchestrating superior performance is to let everyone know where your organization needs to be heading in the future. Once that happens, then managers can work on how to knit everything together seamlessly and professionally. The idea is to get everyone engaged and pooling their brain power and know-how.
Note, however, having a common objective is more than providing everyone with a job description. Rather than just a simple statement of the goal, people need to know:
How what they do will fit in with what others are contributing.How the organization’s expectations will change in response to changes in external conditions and circumstances.In an effective organization, the people involved will pay close attention to these two factors. Everyone needs to know how to do their own job in concert with others so the organization as a whole can accomplish the larger goal. When that happens, real and genuine team work can be engaged in.
Put differently, knowledge in any organization takes two forms:
Explicit knowledge – which is knowledge of the basics involved in running the business. Every company in the industry will know these general rules and requirements.Tacit knowledge – which is a keen awareness of the other person’s style and what they are likely to do in any given situation. This is learned by hands-on experience rather than by reading manuals or listening to lectures.
