The One Minute Manager by Ken Blanchard, Spencer Johnson, Constance Johnson, Spencer Johnson

From Barnes & Noble

People invariably look to their boss for praise, a feeling of connection, and a sense that their work is meaningful. Bosses, meanwhile, worry about the need to address performance problems, redirect the work process, or any one of a number of contingencies that arise in the course of leading a team. To help facilitate the critical process of communicating objectives and structuring the corporate environment, Ken Blanchard and Spencer Johnson have written this bestselling guide to saying what needs be said as effectively as possible. By following the clear, accessible advice that the authors provide, you'll be able to take a minute to dispense praise or reprimands, set goals, and do much of the human work upon which management depends. An inspiration to thousands of leaders, this is a business book that should be read and reread as often as possible.

From the Publisher

For more than twenty years, millions of managers in Fortune 500 companies and small businesses nationwide have followed The One Minute Manager's techniques, thus increasing their productivity, job satisfaction, and personal prosperity. These very real results were achieved through learning the management techniques that spell profitability for the organization and its employees.

The One Minute Manager is a concise, easily read story that reveals three very practical secrets: One Minute Goals, One Minute Praisings, and One Minute Reprimands.

The book also presents several studies in medicine and the behavioral sciences that clearly explain why these apparently simple methods work so well with so many people. By the book's end you will know how to apply them to your own situation and enjoy the benefits.

That's why The One Minute Manager has continued to appear on business bestseller lists for more than two decades, and has become an international sensation.

Product Details

• Table of Contents
• Read an Excerpt

Table of Contents

Read an Excerpt

Chapter One

WHEN the young man arrived at the manager's office, he found him standing and looking out of the window. When the young man coughed, the manager turned and smiled. He invited the young man to sit down and asked, "What can I do for you?"

The young man said, "I'd like to ask you some questions about how you manage people."

The manager willingly said, "Fire away."

"Well, to begin with, do you hold regularly scheduled meetings with your subordinates?"

"Yes, I do -- once a week on Wednesdays from 9:00 to 11:00. That's why I couldn't see you then," responded the manager.

"What do you do at those meetings?" probed the young man.

"I listen while my people review and analyze what they accomplished last week, the problems they had, and what still needs to be accomplished. Then we develop plans and strategies for the next week. "

"Are the decisions made at those meetings binding on both you and your people?" questioned the young man.

"Of course they are," insisted the manager. "What would be the point of having the meeting if they weren't?"

"Then you are a participative manager, aren't you?" asked the young man.

"On the contrary," insisted the manager, "I don't believe in participating in any of my people's decision-making."

"Then what is the purpose of your meetings?"

"I already told you that," he said. "Please, young man, do not ask me to repeat myself. It is a waste of my time and yours.

"We're here to get results," the manager continued. "The purpose of this organization is efficiency. By being organized we are a great deal more productive."

"Oh, so you're aware of theneed for productivity. Then you're more results-oriented than people-oriented," the young man suggested.

"No!" the manager resounded, startling his visitor. "I hear that all too often," He got to his feet and began to walk about. "How on earth can I get results if it's not through people? I care about people and results. They go hand in hand.