| Title | : | The One Minute Manager |
| Author | : | |
| Rating | : | |
| ISBN | : | 0688014291 |
| ISBN-10 | : | 9780688014292 |
| Language | : | English |
| Format Type | : | Hardcover |
| Number of Pages | : | 111 |
| Publication | : | First published January 1, 1981 |
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.
The One Minute Manager Reviews
-
There is this genre I call business fiction. The characteristics of the genre are as follows:
1. A Simple contrived narrative with a pedantic plod.
2. An aim at communicating common sense wisdom for the business world.
3. A healthy overlay of positive thinking.
4. characters you could care less about because they are one dimensional, mindless automatons sent by the author to fulfill his didactic purposes but do not breath, bleed, or have any life of their own.
5. Lots of slogans that would look nice on a plaque over your desk. Maybe a nice motivational poster.
Well truth be told, some authors in the genre have more quality than others. Not this one, but it distinguishes itself as providing the template for all such books that followed. Written thirty years ago, this New York Times bestseller, follows the adventures of a young man in search for the greatest management model in the universe. Presumably this is to rule the galaxy (though this is more implied than said). Some of the managers he observes are focused on people but not results. Others focus on results but screw people over. That is until he discovers the 'One Minute Manager.' A manager so named because he doesn't have to spend much time with his people. At all. A minute here and there will suffice.
Actually there is some helpful management advice:
1. Have employees write out a 250 word summary of their goals (main objectives) which you both keep on file. The process of clarifying things so that both managers and employees know what their objectives are means greater success and less communication is necessary.
2. The One Minute praise-Catch your employee doing something right and specifically praise them for that action and let them know how valuable it is for you.
3. The One minute reprimand-when employees do something wrong, immediately and specifically reprimand them for that action, though put it in the context of their overall good work.
This is all helpful advice in managing people. That way, they are clear on objectives, feel valued and know exactly where they screw up without having to deal with an angry build up. But really this is the entire substance of the book. Along the way the characters, spout off the same advice and show each other motivational messages on plaques. There is also a lot of advice about touching people to communicate you care. It isn't normally the case, but my guess is that this book would be much better as a movie. Wait for it. -
أشكر المولى جلت قدرته .. أن يسر لي الدخول على موقع " قودريدز " ومنه .. قرأت ملخصاً للكتاب لأجزم على شرائه .. وأقرؤه في فترة أشد ما أحتاجه فيها !
مدير الدقيقة الواحدة .. كتاب إداري .. حاز على جوائز عالمية .. وبيع منه أكثر من 7 ملايين نسخة حول العالم .. كما ترجم إلى عدة لغات مختلفة ..
سأحاول أن ألخص أفكار الكتاب حتى تصل لذهن القارئ .. كما أشير بأن الملخص لا يغني عن قراءة الكتاب لأن بين السطور ما بينها .. وهناك الكثير من الفوائد التي جنيتها من الكتاب ..
تتلخص فكرة مدير الدقيقة الواحدة بالتالي :
1. وضع هدف الدقيقة الواحدة .. وهي عبارة عن مجموعة أهداف للموظفين الذي يتبعونك .. يتلخص كل هدف بـ 250 كلمة .. يمكن استعراض الهدف بدقيقة واحدة .. ويكون واضح ومحدد ويعرف به المدير والموظف المسئول عنه ..
2. ثناء الدقيقة الواحدة .. وهي عبارة عن قضاء دقيقة واحدة مع موظف أنجز مهمة أو عمل أو هدف أو قام بعمل جبار .. ترتب على كتفه .. وتثني عليه في دقيقة .. وتتبادلون الضحكات وتعطيه شعور الراحة والطمأنينة في العمل وبيئة العمل ..
3. لوم الدقيقة الواحدة .. وهي أن تلقي باللوم والعتاب على موظف بشكل سريع ومباشر .. قصر أو لم يحقق هدفاً أو تجاوز وأخطأ في مهمة أو لم يتابع مهمة مكلف بها .. تلومه .. تعابته .. ثم تنصرف وتعطيه انطباعاً أنك تريد أفضل من هذا العمل في المستقبل ..
وفي ثنايا الكتاب .. هناك الكثير من الإشارات الذكية والمهمة إدارياً بل وحتى في العلاقات الاجتماعية .. وأعتقد أن المؤلف ليس مديراً ناجحاً فقط .. بل ومتعامل متمرس مع الناس أجمع .. مدير الدقيقة الواحدة دائماً لديه وقت .. لا يكرر الكلام .. يشعرك بالراحة بمجرد الجلوس أمامه ..
أجمل ما في الكتاب .. أنه جاء في سرد قصصي ممتع .. ليس بطريقة السرد النمطي المعهود في كتب الإدارة .. أو وضع الجداول المملة والطلب بتعبئة الاستمارة أو محاولة إملاء طريقة أو تقنين فكرة من خلال مثال .. لا .. بل فيه إشارات روحية وسلوكية أكثر من راقية .. راق لي الكثير من العبارات المختصرة والتي تعطيك فكرة ميسرة في التعامل مع نفسيات الموظفين ..
مقدمة الكتاب جداً راقية وجذابة .. أفضل ما في الكتاب أنه سلس وسهل وتستطيع أن تنجزه في خلال جلسة واحدة .. لم أفعل ذلك لعدم فراغي بشكل كبير بالإضافة لمحاولة استيعاب أكبر قدر ممكن من المعلومات المسرودة في الكتاب ..
لك أن تقرأه مرة واثنتان وثلاث .. وستجد في كل مرة تقرأ الكتاب فائدة كانت خفية بين السطور .. وإشارة نفسية جداً رائعة ..
سأضعه على مكتبي دائماً .. وأعود بعد رمضان إن شاء الله لأقرأه من جديد ..
أوصيه به بشدة .. ليس للمدراء فقط .. بل لكل الناس ..
ومن أروع ما فيه .. أن مدير الدقيقة الواحدة .. يعلم الناس كلهم أسرار إدارة الدقيقة الواحدة !
تقديري وجزيل احترامي
م.محمد الصالح -
This short book packs a lot of advice about effective management into an allegorical story. The tips are realistic and practical, and not too preachy. Here are my notes, mostly quoted straight from the book:
Manager Types
Autocratic
- "Tough"
- Interested in results
- Profit-minded
- Organization wins while people lose
Democratic
- "Nice"
- Interested in people
- People win while organization loses
People who feel good about themselves produce good results.
One minute goal setting
1. Agree on your goals.
2. See what good behavior looks like.
3. Write out each of your goals on a single sheet of paper using less than 250 words.
4. Read and re-read each goal, which requires only a minute or so each time you do it.
5. Take a minute every once in a while out of your day to look at your performance, and
6. See whether or not your behavior matches your goals.
Help people reach their full potential. Catch them doing something right.
One minute praising
1. Tell people up front that you are going to let them know how they are doing.
2. Praise people immediately.
3. Tell people what they did right – be specific.
4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
5. Stop for a moment of silence to let them “feel” how good you feel.
6. Encourage them to do more of the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.
One minute reprimand
1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms.
the first half of the reprimand:
2. Reprimand people immediately.
3. Tell people what they did wrong – be specific.
4. Tell people how you feel about what they did wrong – and in no uncertain terms.
5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
the second half of the reprimand:
6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
7. Remind them how much you value them.
8. Reaffirm that you think well of them but not of their performance in this situation.
9. Realize that when the reprimand is over, it’s over.
The best minute I spend is the one I invest in people.
Everyone is a potential winner. Some people are disguised as losers; don't let their appearances fool you.
Hiring choices
1. Hire a winner; they’re hard to find and expensive.
2. Hire someone with potential to be a winner; train them to be a winner.
3. Don't use options 1 or 2. Hire someone and pray they work out.
Take a minute:
Look at your goals
Look at your performance
See if your behavior matches your goals.
"Gunnysack discipliners" store up observations of poor behavior, then dump them on the person all at once. Instead, remember that performance review is an ongoing process, not just an annual event.
With the "leave alone-zap style", you leave a person alone, expecting good performance from them, and when you don’t get it, you zap them. Instead, tell people what you expect, then give them plenty of feedback.
We are not just our behavior; we are the people managing our behavior.
Manipulation is getting people to do something they’re not aware of or don’t agree to. To avoid it, always let a person know up front what you are doing and why.
Goals begin behaviors; consequences maintain behaviors. -
When I worked as a harried manager in a three ring circus of planners, clerks, section heads - and other mixed nuts in 1981 - I bought this book. I thought it would allow me to complete each task of the day in less than 60 seconds.
Well, and what was the result? Duh: Meh. You can't teach an old dog new tricks!
But added to that, I had a problem. Middle managers there were EXPECTED to act as old dogs - sniffing out each new proposal with the suspicion of a ravenous old cur who couldn't smell any meat on the bones he was proferred. Because we supplied the corporate funding.
But I wasn't an old dog either. Sing along with an old Kermit, folks: "It's not easy being green!"
We Aspies don't appreciate the social responsibility of reading signs and signals. Don't mess with our mind. That's why we're stuck. In fact - every new and improved instruction book, like this one - tends to mess up our minds, but Big Time! That's why I'm Christian.
And in 1981 my naivety started to attract snide comments. The beginning of a personal purgatory, for I still saw the world in religious terms (and do to this day)! I know - wrong guy for that nasty office.
But I kept on hoping, smiling all the while and praying... At least I kept positive.
And isn't that the Real bottom line, folks?
NOT glossing over the ugly hidden facts of a problem in "one minute " -
No -
But facing each new day's swamp-full of hungry alligators head on:
With a wary but confident grin...
And KNOWING inside that you can handle it. -
Is there a word for books that are over one hundred pages long but which summarise themselves in less than one page?
In this case everything you need to know is on page, luckily not room, 101 . The rest of the book is some kind of modern fable, presumably because the authors felt embarrassed by the idea of selling their idea on a postcard, that repetitiously repeats that the manager must agree goals with their staff, each goal to take about a minute to explain and discuss expressed on paper in no more than 250 words. When the employee achieves, partially or completely, the manager immediately praises the employee for about a minute, this to include touching the employee and a period of silence so the employee can really feel the manager's pleasure. If the employee fails to achieve or does badly, then the manager immediately administers a one minute reprimand, this to include touching the employee and a period of silence so the employee can really feel the manager's displeasure . As far as I know the writers so far haven't designed a range of employee treats to help reinforce these behaviours. I'm sure that marrowbone and charcoal would help strengthen employee's bones and give them attractive, glossy coats, with healthy wet noses an additional bonus.
Plainly we are in the same cultural world as the more recent
Getting Things Done, but this book has a more precise context. The one minute manager at one point looks out the window and takes the popularity of imported cars in the USA as an Indictment of American Business and implicitly of the USA itself. We are in era of transition from Carter to Reagan. The USA needs a thorough going, activist philosophy to save itself from foreign domination. Messers Blanchard and Johnson have here stepped up to the plate like true athletes of their nation offering the pure salvation in the form of the doctrine of one minute management: agree what to do, praise success, reprimand failure. Amazing. Plainly no-one had ever tried that before, had they Fido?
In any case the manager is on their own, their organisation will not help them, but you can buy the book and save yourself. And there is for me something religious often in popular business/management books, perhaps it is simply the explicit promise of salvation - follow these commandments for earthly success?
The flip side of the worry about change in the business environment - so long dominated by US companies - is immense self-confidence. In this case there is no doubt that goals and behaviours are simple and definable. They are compared with bowling pins. Set them up and knock them down. In the background I sense the lasting influence of
Taylor and his confidence that there is a single right way to do anything, that one can measure, agree on, and teach. This is a world apparently without complexity or openendedness.
Having said that I don't disagree greatly about their advice, though in many cases I wouldn't recommend the touching (a) because you don't what to catch the lurgy and (b) because it sounds creepy , even though I imagine that what they have in mind is a manly grip of the shoulder, a firm handshake, or a vigorous pat on the head with some light scratching behind the ears.
Cringe-worthy writing, overly simplistic, not envisioning any shortcomings to there approach - what could possible have stood in the way of this book becoming a New York Times best-seller? -
The writing is absolutely wretched. It's as if it were written for school children. Poorly.
That being said, I think this is probably a really solid management style. I just wish they showed a little more respect for the reader. The dialog attribution alone is nausea-inducing.
This is from the same school of thought as Dale Carnegie's
How to Win Friends & Influence People. Which is, basically, if you manipulate people into thinking you care about them, they'll do what you want. Of course, it's framed in such a way that you really *should* care about them. And this is probably true. It's just a reminder that people care only about themselves, so if you can leverage that, you'll win.
It's incredibly short, but this book was painful to read. -
A must read for new managers.
-
This was on the shelf on the house I stayed at on my holidays and as I'm supposed to lead a team these days I thought it would be useful.
David Brent could have written this book. It's so cheesey and american it's unreal. Basically it has three ideas. One minute target setting - all goals mapped out in less than 250 words with each team member getting fourteen or fifteen or twenty odd or something targets. There's also one minute praise. It advises you to 'touch people in a reassuring way' during these sessions. That idea scares me and I don't intend to touch my staff in any manner at any time. Finally, if someone has the ability to achieve a goal but fails to do so, there's the one minute bollocking. The first half of this - or 30 seconds I would assume - is a standard bollocking but you must remember to tell the person 'how you feel' about the failure. Then you spend the next half telling the person how you are only bollocking them because you usually have such faith in them and know how good they are. Again, touching is encouraged during this process.
It's weird and rubbish. Don't follow a formula as professional people deserve an individual approach. Don't pre-plan to touch people - we're British and touching isn't appropriate in a professional environment. Stroking someone's arm to show them that 'you care about their success' is inappropriate.
Finally, the main thing I hated was how the book was written. It's written as a narrative about an imagined 'young man' who visits a company to talk to a manager. The manager he meets is a 'One Minute Manager' and then, as the book progresses, he meets a number of the manager's staff who tell him about the three pillars of the method. The writing is unconvincing and poor and, as a work of literature it is almost offensively bad.
It's a book that succeeds on no levels whatsoever and I pity anyone who thinks that it is a useful tool in which to learn about how to deal with people. Prospective managers should move away from a formula and look to try to learn about their staff as individuals and as people. The book does hint at this and this is the only lesson that anyone should possibly derive from it. -
كاب جيد إلى حد ما مقارنة بكثير من كتب التنمية البشرية التي قرأتها موخراً
أفضل ما بالكتاب من وجهة نظري هو الاسلوب القصصي الممتع والنصائح العملية الموجزة -
Well that was a very basic and short book!
I liked it but I personally didn't find much value in it. Though, if only my shittiest manager were to have read this book - I would be freed from so much sucky-ass-manager grief!
The structure of this book is so strange... usually personal development books are instructional and insightful which this book kinda is but it's told as a story. It's a story about interviewing several people lol I feel like Blanchard did this to thicken the book, else he could have just gotten right to the point.
Blanchard really generalizes people, like when he says "- The number one motivator is feedback on results." I do not agree with this at all lol specifically because feedback is not my #1 motivator...
Also the book is old for it's time, continually mentioning to make physical contact by placing your hand on your employee's shoulder etc. Nowadays you can report that as sexual harassment.
Notes while reading this book:
- You're more productive when you feel good about yourself, so get your employee's to feel good.
- One minute manager - spend 1 minute discussing and writing down a specific goal that's 250 words for that employee. Catch employee doing something right and do a 1min praising and be consistent with it.
- mention of the well known 80/20 rule
- reprimand people immediately and let them know exactly what they did wrong
- in the beginning of an employee, praise them over small accomplishments, then praise when they do it better and better, don't criticize them down when they've done something semi-good, ie. when a kid is leaning to walk, you wouldn't scold them for falling.
- be a "tough and nice" manager
- never give a repremand based on heresay
- "If you realize that you are managing people, and not just their recent behavior you will do well" -
Simple, quick and entertaining story about how to manage yourself and be a manager.
You'd think there'd be a secret sauce to it, some way to conduct yourself or boss people around in an effective way. Turns out, the three steps of managing (goal setting, praising and reprimanding) are not only a '"minute" each, but couldn't be more jaw-dropping obvious and right.
Be precise about what you want to get done and the quality it has to be done by, but give autonomy in how it's done. This gives space for creativity and self-motivation.
Find first the positive. A person's confidence in their craft takes some time to build. Eventually mastery will be reached and the person will be able to evaluate his/her progress alone and, most likely, will want to progress and achieve more.
Be honest in assessing what's wrong and let the person know immediately so he/she can correct the incorrect. Don't accumulate wrongs and explode when you reach the last drop, but tell it like it is and always refer to the person's behavior and not integrity.
Great book written as a timeless tale. -
الجودة هي من تقدم للناس المنتج أو الخدمة التي يرودنها فعلاً ويحتاجونها .
افضل اسلوب لتحقيق هذين الشيئين يكون من خلال الموظفين .
"أنا مدير الدقيقة الواحدة" هو الشخص الذي يحقق نتائج جيدة في وقت وجيز .
وهناك ثلاثة اسرار لإدارة الدقيقة الواحدة
أولاً ( وضع هدف الدقيقة الواحدة ) بحيث أن يوضح المسؤوليات المطلوبة للقيام بها ،وحدود الصلاحيات فيتم تسجيل الأهداف فيما لا يزيد عن صفحة واحدة ،مراجعة أداء كل هدف خلال دقيقة كل يوم ورؤية إذا كان العمل يتفق مع هدفك أم لا .
ثانياً ( ثناء الدقيقة الواحد )
بحيث تخبر العاملين بإنهم أجادوا العمل وتثني عليهم وتخبرهم بسعادتك بما فعلوا وكيف أن ذلك يساعد الشركة وتشجيعهم على بذل المزيد من الجهد .
ثالثاً ( لوم الدقيقة الواحدة ) وهو لوم الموظف فوراً ولكن تذكيره بتقديرك له وتأكيدك على انك تحسن الظن به بغض النظر عن أدائه في هذا الموقف .
مدير الدقيقة الواحدة دائماً لديه وقت لا يكرر الكلام ، ويشعرك بالراحة مجرد جلوسك معه ،اعجبني فكرة أن يعطي أمثلة في ثنايا الكتاب لإيصال المعلومة بطريقة واضحة وسريعة لتجعلك تستوعب ما في الكتاب .
الكتاب سلس وجميل وفيه إشارات روحية وسلوكية أكثر من راقية وجذابة . -
I would recommend this book to anyone who is overseeing others in a managerial capacity
The One Minute Manager is a narrative about a young man looking for the most effective management skills. Through this parable, Kenneth Blanchard and Spenser Johnson seek to show what makes the most effective management approach, an approach that allows for employee innovation and creativity. The book includes topics on motivating, appraisals and sanctions as well as goal setting.
I believe that the advice offered here is very practical and applies to most managerial scenarios. While some may dismiss it as lacking in academic structure, the concepts offered here can help many managers become more effective in motivating and inspiring their employees to creativity and performance. The use of the parable not only simplifies the concepts but also makes you feel less attacked, especially if you are at a managerial position.
Whether you are a new manager or you have been in a managerial position for some time, this book has some hidden gems to help in your role. It is imperative to put the advice into practice to see the results. I would recommend this book to anyone who is overseeing others in a managerial capacity. -
أسم الكتاب: مدير الدقيقة الواحدة
المؤلف: Kenneth H. Blanchard, Spencer Johnson
عدد الصفحات: 106
التقييم: أربع نجمات
الآن أتفهم لماذا هذا الكتاب له هذه الشهرة فهو جاذب في أسلوبه القصصي الواضح والسلس والمباشر والمؤلفان تمكنا عبره من عرض جيد لفكرتهم حول المبادئ الثلاثة لمدير الدقيقة الواحدة (الهدف، الثناء، اللوم)، وإعتقد إني كنت موفقاً جداً حين نصحت به إلى أحد الأخوة والذي يترقب ترقية لمنصب إداري بلا خبرة ولا دراسة مسبقة في المجال الإداري ليكون هذا الكتاب بمثابة المقدمة له ..وهو كذلك، فالكتاب يصلح ليكون بمثابة المقدمة لعالم الإدارة وطريقة التفكر المختلفة عن ما هو معتاد للأشخاص الجدد جداً في هذا المجال .. مقدمة قصصية لغير المطلعين .. لا أكثر من ذلك فعالم الإدارة أوسع وأعقد من مجرد (هدف، وثواب، وعقاب) وهو ما يعيب هذا الكتاب .. فهو يصور هذه المبادئ الثلاثة على إنها كل ما يحتاجه المدير ليكون مديراً ناجحاً ولذلك سقطت منه نجمة
الكتاب قرأته في عدة سويعات متفرقة خلال يوم واحد .. فهو سهل يسير واسلوبه سلس وقصير
أبرز الإقتباسات
- الناس تحتاج أن ترتبط بمن يهتمون بهم، ليشعروا بأنهم مقبولون وذوو قيمة لمجرد أنهم بشر (..) أيضاً أن الناس يحتاجون إلى معين ليجدوا من يهتم بهم، عندما يجانبهم الصواب ص 91 -
مفيد .. مبسط جدا لمفاهيم عميقة ..
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Çok Boyutlu Liderliğin esasları konuşur tarzda bir film tadında anlatılmış, podcast tarzı bir konsept içerisinde çekilmiş olsa çok daha etkileyici olabilicek bir iş çıkmış ortaya, kesinlikle garip bir tarz ama bu garip tarza alıştıktan sonra kitap gerçekten fazlasıyla akıcılaşıyor. Ama o noktada var olan akıcılık yeni bilgilerle tazelenmediği için bir noktadan sonra kendinizi 'eee ben bunu az önce de okudum' derken buluyorsunuz. yönetim hiyerarşisini terse çevirmek gibi kavramlar da işlenmiş ama o kadar sığ işlenmişler ki bunu da yazalım demek için yazılmış sanki kitaptaki her satır nedense bana öyle geldi, ilk 30 sayfa güzel bir giriş yapılıyor sonra yazar da anlamış herhalde bundan bir kitap çıkmaz diye aynı şeyi tekrar ede ede yazmış. ama 100 sayfa olunca da o az sayfa sayısı da okuma noktasında insanı cezbediyor o yüzden bilemedim.
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Крутая, очень краткая, понятная и невероятно полезная деловая книга "Одноминутный менеджер" просто редкость в огромном мире бизнес литературы и это та книга, о которой, после прочтении, вы броситесь поделится ею со своими знакомыми! Иначе невозможно!
Для любого руководителя книга - это находка ценою в миллиард долларов! Если какой нибудь руководитель, менеджер или управляющий ещё не прочел эту книгу - он многое потерял. И я смело отношу себя к последним, который жалеет, что не прочел эту книгу ещё давным давно... Но и наверстать никогда же поздно?!... Ведь верно?!... :) -
راقت لي قصة الكتاب واستفدت من الحكم و الأفكار التي حملها، وأعجبني أكثر أسلوب الكاتب الممتع والمشوق... قرأته في وقت قصير نظرا لعدد صفحاته، ١٠٦فقط، وأسلوبه الجذاب.
أوافق الأخ محمد آل قرعاني في "مدونة كتب" حين تمنى أن يتحول هذا الكتاب إلى عمل سينمائي؛ حتى تصل أفكاره لشريحة أوسع.
http://b-books.ws/?p=1422 -
Had to read for work. Treat people like people and not just worker bees. Common sense. Managers do NOT use this book that's for sure.
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Nice read and very light. Read it while on a bus-drive from Manama, Bahrain to Al Medina, KSA.
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خفيف ، ظريف، بيخلص بقعدة وحدة .. وبيتلخص بصفحة وحدة
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One Minute Goals,
One Minute Praisings,
One Minute Reprimands -
A helpful book with good times on time management.
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Such a simply-written book with a potential of great results. Kenneth and Spencer are brilliant and I cannot wait to be applying their techniques to my own personal life. I will definitely be sharing the one minute manager secrets with others as soon as I get the hang of it in my own life. I will surely be reading the rest of the series. I recommend this to everybody. Managers, parents, teachers and even students. An interesting and eye-opening read.
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I had to read this for work but you know what? It’s a book so it’s going in the GoodReads goal, LOL.
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كتاب تنمية بشرية إداري راائع
بسيط بلغة سهلة وواضحة بعيدا عن لغة عالم الأعمال والريادة
يط��ح الكاتب أساليب مميزة للإدارة والتصرف الحكيم لمختلف مواقف العمل بوقت قصير نسبيا وبجدوى ونفع عظيم يظهر لاحقا
مفيد لإدارة الشخص لذاته قبل إدارته لأي شخص
استمتعت به وأود قراءته مرة أخرى لو تسنى لي الوقت. -
I Liked this book and let me try to summarize the takeaway using a small example of a game called “Bowling”:
Let’s say a person X (who is supervisor level of employee) is playing bowling and the pins are being place by another person Y (who is happens to be a senior management level employee). The idea is that the Y will set the pins and X will strike the pins using the ball.
The catch here in the game is that there is a curtain in between the player who is bowling and the pins he need to strike (this is basically a communication GAP or vision GAP between two levels in an organization).
Due to this curtain (communication gap) X doesn’t know how many balls he need to hit as target and how many he did as actual. Another problem is every time when he misses the pins he is been scolded and punished (so firstly he in unaware about no & positions of the pins due to communication gap and now instead of getting help he is being demotivated every time when he misses the pins by his manager).
The book has offered 3 management tips which will help you fix the above explained problem.
First TIP: MBO (management by objective) where you set the broad level goal and detailed targets and way to achieve these targets are defined by employee himself. So, now X know how many pins will be there to hit. Because he was involved in their setup.
Second TIP: Now when X throws the ball and hits few pins, in normal scenario Y shouts you missed 3 pins however management should say that you hit 4 pins (so instead of telling what he did wrong tell him what he did correct. “Caught an employee doing something correct and appreciate him”). He already knows what target was, so anyway he can find out what he missed.
Third TIP: Course correction where you periodically review and guide the team on what corrective actions are suggested. i.e. ask him to shoot the ball little to left always as he gets more pins every time he does that.
4 out of 5. It’s always lovely to end up reading good things to implement.
2018: 8 completed, 42 to Go! -
قصة شاب يبحث عن المدير الفعال، تنقل في عدد من الدول والمدن وقابل العديد من المدراء والموظفين ليتعرف على الإدارة الفعالة، إلى أن التقى ب مدير الدقيقة الواحدة والذي لخص له منهج إدارة فعالة تعتمد على:
1. أهداف الدقيقة الواحدة – كتابة الهدف في ورقة مستقله ولا تتعدى 250 كلمة وفهمها جيداً ومراجعتها كل يوم
2. ثناء الدقيقة الواحدة – إعلام الموظف بأنك ستخبره بما يفعله "ثناء أو لوم" مراقبة الموظف والثناء على إنجازاته
3. اللوم الدقيقة الواحدة -إعلام الموظف بأنك ستخبره بما يفعله "ثناء أو لوم" أخبر الموظف بخطئة بوضوح اللوم لسلوكه وليس لشخصه
رأيي الخاص:
هدد الأهداف ووجه صح – راقب اشكر عند الاجادة في العمل – لوم عند الخطأ على السلوك لا على الشخصية وكن قريب وبعيد في ذات الوقت
الكتاب جميل جداً يلخص فن الإدارة الفعالة وكيفية التعاطي مع الموظفين ويطرق بصورة مباشرة واقع نعيشه للأسف فالفرد يتم توظيفه ويترك يعمل سواء كان العمل صحيح ام خطأ وفي نهاية العام يتم تقيمه وتقديم سلسلة أو قائمة من الأخطاء أو الهفوات أو الاعمال التي لم تنجز على أكمل وجه وبنيت على أساس أن الموظف يعرف ويفهم ماذا يفعل.
لفت انتباهي كثيراً حديثه عن المقياس العام في المجتمع وكيف المدير يقيم موظفيه على أساس أنهم كلهم أكفاء وممتازين، والمثال الذي ذكره عن المدرسة وامتحان الجغرافيا وفي حال توفيرها للأطلس سيحصل التلاميذ على درجة 100 ما لمشكلة في أن يتفوق الجميع ويحصل على درجة 100
ما هي المشكلة في أن يكون الجميع متفوق وممتاز ما دام يعطي ويبذل الجهد ويحقق النتائج المرجوة؟
في الواقع نواجه أمثلة ونماذج لمدراء هم أنفسهم لا يعرفون ما هي الأهداف الرئيسية لهم لذا عندما يقع خطأ يهاجمون الموظفين ويوقعون باللوم عليهم متناسين أنهم منذ البداية لم يخبروهم ويدربونهم ويعلمونهم بالمطلوب منهم بصورة واضحة.
لابد من تعميم الكتاب على إدارة الموارد البشرية في جهات العمل ومحاولة تطبيقه. -
Ken Blanchard is a deceptive genius, and his brief books belie brilliance of how he presents his powerful points and themes. He is able to share some solutions and questions of life's great mysteries and secrets in simple, consumable, and ultimately useable form. In his advisory epistles, he notes rightly, that to the degree that we languish in implementing changes to change and improve our lives, well, the less they impact. Specifically he often talks about a 48 hour grace period.
I've always appreciated Dr. Blanchard's view of the possibilities of grading. No curve. Everyone should strive for the "A" and teacher/instructor/professors should similarly strive to help all get that "A!" So why not illuminate what is needed to get the A ... along with the answers to those unknowns. That the unknown, might be known! And he abhors the schema/paradigm of profs determined that only so many might be worthy of A,B,C, etc. I like everything I've ever learned about Ken Blanchard. And the older I get? The more I appreciate what he's spent a lifetime working to both share and help people practice.
