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Full Description
In this collection of first-person accounts from the Harvard Business Review, the 11 contributors describe the hazards and frustrations of trying to be a good manager. From "How I Learned to Let My Workers Lead" and "Reluctant Entrepreneur" to "Nothing Prepared Me to Manage AIDS" and "The Purpose at the Heart of Management, " these essays document the complex and often conflicting responsibilities of the manager: conceiving and implementing strategy; motivating people to do what's best for customers, the business, and themselves; putting themselves in the hot seat of authority while pushing people toward shared responsibility; and developing sensitivity to the needs of subordinates while having the courage to say no. "Unrelentingly compelling...The perfect refutation for anyone who claims a career in business is boring." -- Quality Digest
Contents
Part 1 The hard work of being a soft manager, William H. Peace; Nothing prepared me to manage AIDS, Gary E. Banas; What asbestos taught me about managing risk, Bill Sells. Part 2 Empowerment or else, Robert, Frey; How I learned to let my workers lead, Ralph Stayer; The centre-cut solution, Timothy W. Firnstahl; Managing without managers, Ricardo Semler; Why my former employees still work for me, Ricardo Semler. Part 3 The purpose at the heart of management/Tales from a nonconformist company, Hal Rosenbluth; The turnaround value of values, John Thorbeck; The reluctant entrepreneur, Ken Veit; Development, democracy, and the village telephone, Sam Pitroda; The purpose at the heart of management, Kye Anderson.
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