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Why Employees Don't Do What They're Supposed To and What You Can Do About It,9780071486156

Why Employees Don't Do What They're Supposed To and What You Can Do About It

by
Edition: 2nd
Format: Paperback
Pub. Date: 6/7/2007
Publisher(s): McGraw-Hill Education
Availability: This title is currently not available.

Summary

The New York Times bestselling guide to getting the best out of every employee-updated for the modern workplaceBased on the actual experiences of 25,000 managers,Why Employees Don't Do What They're Supposed to Do...gives you proven, straightforward methods that work onrealjobs, in therealworld. This results-oriented guidebook helps you handle the top 10 situations in which employees don't perform the way they should, including a detailed analysis of the causes and the plans for preventing the same problems down the road.Featuring fresh insights on outsourcing, temp workers, flex time, telecommuting, and technology, this no-nonsense resource arms you with the people-management skills you need to consistently elicit the highest levels of performance from your workforce."In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance...[This book] should be on the desk of anyone who manages others."-Entrepreneur

Author Biography

The books of Ferdinand F. Fournies have been translated into multiple languages. An expert in management and sales techniques, Fournies consulted to companies around the world, including Kodak, Merck, HP, and 3M.

Table of Contents

The hidden influences that affect everyone's performance
They don't know why they should do itp. 3
They don't know how to do itp. 11
They don't know what they are supposed to dop. 17
They think your way will not workp. 27
They think their way is betterp. 31
They think something else is more importantp. 37
There is no positive consequence to them for doing itp. 43
They think they are doing itp. 51
They are rewarded for not doing itp. 59
They are punished for doing what they are supposed to dop. 63
They anticipate a negative consequence for doing itp. 71
There is no negative consequence to them for poor performancep. 77
Obstacles beyond their controlp. 85
Their personal limits prevent them from performingp. 93
Personal problemsp. 99
No one could do itp. 109
Preventive management : a new management system that gets you the best results
How to use the power of preventive management to get perfect performancep. 113
The importance of friendlinessp. 123
Questions and answersp. 127
Table of Contents provided by Blackwell. All Rights Reserved.

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