What were they thinking? : unconventional wisdom about management / Jeffrey Pfeffer.

by Pfeffer, JeffreyLooking glass.

Publisher: Boston, Mass. : Harvard Business School Press, [2007]Description: viii, 241 pages ; 22 cm.ISBN: 1422103129; 9781422103128.Subject(s): LeadershipLooking glass | ManagementLooking glass | Organizational behaviorLooking glass | Supervision of employeesLooking glassNote: Includes bibliographical references (pages [195]-211) and index.
Item type Home library Collection Class number Status Date due Barcode Item reservations
Long loan Central Saint Martins
Main collection
Printed books 658 PFE (Browse shelf (Opens below)) Available 54088503
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Enhanced descriptions from Syndetics:

Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success.

Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that challenges conventional wisdom while providing data and insights to help companies make smarter decisions. The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, it's good organizational advice, delivered by Dr. Pfeffer himself.

Includes bibliographical references (pages [195]-211) and index.

Table of contents provided by Syndetics

  • 1 What Were They Thinking?: Avoiding Common Management Mistakes (p. 1)
  • Part I People-Centered Strategies
  • 2 The Face of Your Business: It's People, Not Software, That Build Customer Relationships (p. 13)
  • 3 Making Companies More Like Communities (p. 19)
  • 4 A Blueprint for Success: Spend More on Training (p. 25)
  • 5 How Companies Get Smarter: Taking Chances and Making Mistakes (p. 32)
  • 6 Why Employees Should Lead Themselves (p. 39)
  • Part II Creating Effective Workplaces
  • 7 Stop Picking Employees' Pockets: It Seldom Fixes Anything (p. 49)
  • 8 Let Workers Work: The Downsides of Having People Manage Their Own Benefits (p. 56)
  • 9 Why Spy on Your Employees?: Building Trust in the Workplace (p. 62)
  • 10 All Work, No Play?: Maybe Long Hours Don't Pay (p. 68)
  • 11 Sins of Commission: Be Careful What You Pay For, You May Get It (p. 74)
  • 12 More Mr. Nice Guy: Why Cutting Benefits Is a Bad Idea (p. 81)
  • 13 Resumes Don't Tell: Pick People for What They Can Do, Not What They May Have Done (p. 87)
  • Part III Power Play: Rethinking Leadership and Influence
  • 14 The Courage to Rise Above: Don't Be Afraid to Stand Out (p. 95)
  • 15 Executive-in-Chief: The Importance of Framing and Repetition (p. 102)
  • 16 How to Turn On the Charm: Building Influence Through Real Human Interaction for a Change (p. 109)
  • 17 A Field Day for Executives: The Benefits of Knowing What Your Organization Actually Does (p. 116)
  • 18 The Whole Truth, and Nothing But (p. 122)
  • 19 Refuse to Lose: Persistence Pays (p. 127)
  • 20 No More Excuses (p. 133)
  • Part IV Measures of Success: Rethinking Organizational Strategy
  • 21 The Real Budget Crisis: Stop Rewarding Forecasting and Negotiating Instead of Real Performance (p. 141)
  • 22 Shareholder Return Is the Wrong Measure of Performance (p. 147)
  • 23 Dare to Be Different (p. 154)
  • 24 Curbing the Urge to Merge (p. 160)
  • 25 Don't Believe the Hype About Strategy (p. 166)
  • Part V Facing the Nation: Organizations and Public Policy
  • 26 In Praise of Organized Labor: What Unions Really Do (p. 173)
  • 27 What to Do-and Not Do-About Executive Pay (p. 181)
  • 28 Stopping Corporate Misdeeds: How We Teach the Wrong Lessons (p. 188)
  • Notes (p. 195)
  • Index (p. 213)
  • Acknowledgments (p. 239)
  • About the Author (p. 243)

Author notes provided by Syndetics

Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Stanford Graduate School of Business, where he has taught since 1979. He is the author or coauthor of twelve books, including Hard Facts, Dangerous Half-Truths & Total Nonsense and The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action .

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