Under New Management
How Leading Organisations Are Upending Business as Usual
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- 4,99 €
Descripción editorial
Nearly 70 per cent of employees in the UK aren't performing at their full potential. At the roots of this problem are the policies and systems built to 'manage' these employees, which were designed for a different era - the industrial economy.
In the tradition of Jim Collins' bestselling Good to Great, in Under New Management David Burkus, psychologist, professor of management at the College of Business at Oral Roberts University and author of The Myth of Creativity, shines a light on the companies that are experimenting with new and different models and policies for leading teams and managing people. From Amazon to Virgin, Volkswagen to Whole Foods, these companies have developed a new set of best practices that may look counter-intuitive, but have become an integral part of what makes them so high-performing, and that have established employee engagement and customer loyalty.
The purpose of this book and its research is to challenge you and your company on whether the time has come to re-examine some of the most fundamental concepts in management today. The business of business is all about change and keeping up with the latest trends. Here's your chance to see for yourself what kinds of management changes you should be thinking of.
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In this thought-provoking business book, Burkus, an associate professor of management at Oral Roberts University, asserts that many historical management practices are no longer relevant in today's workplace. In easily readable chapters, he challenges conventional thinking and offers "redesigned management tools," writing that they may "seem odd compared to business as usual, but the truth is that business isn't usual anymore." Burkus outlines the techniques some companies have introduced to lower stress and increase productivity, such as eliminating internal email, prioritizing employees over customers, allowing unlimited vacation time and employee-designed workspaces, and even doing away with bosses. He adds credibility to his suggestions with examples of leading companies such as Netflix, Starbucks, and Wegmans that have embraced management innovation. Berkus admits that the practices and policies profiled here won't work for everyone, but he intends the book's case studies to provide "validation for leaders everywhere to start experimenting." Managers looking for ways to engage their workforces and improve productivity will find Burkus's work a helpful guide.
