Product Description

Thsi work provides executives with helpful advice on how to work more efficiently and become better managers. It features these selling points. It provides busy managers with strategies for more effective time and stress management, as well as insights into what a manager's job really entails. It features best-selling classics such as "Management Time, Who's Got the Monkey?" and "What Effective Managers Really Do".

Product Details

• Amazon Sales Rank: #91290 in Books
• Published on: 2003-02-01
• Original language: English
• Number of items: 1
• Binding: Paperback
• 192 pages

About the Author
The Harvard Business Review Paperback Series delivers the best business thinking--both classic and contemporary--in succinct and accessible form. Individually, the titles help managers master the key ideas on specific topics; as a whole, the series creates a rare opportunity to reflect on the seminal ideas of the past, understand and apply today's most compelling business thinking, and envision the future of management

Customer Reviews

How to get more and better work done in less time, with fewer distractions

This is one in a series of several dozen volumes that comprise the "Harvard Business Review Paperback Series." Each offers direct, convenient, and inexpensive access to the best thinking on the given subject in articles originally published by the Harvard Business School Review. I strongly recommend all of the volumes in the series. The individual titles are listed at this Web site: www.hbsp.harvard.edu. The authors of various articles are among the world's most highly regarded experts on the given subject. Each volume has been carefully edited. Supplementary commentaries are also provided in most of the volumes, as is an "About the Contributors" section that usually includes suggestions of other sources that some readers may wish to explore.

In this volume, the reader is provided with eight articles whose authors provide a variety of perspectives on how to become a high performance manager. Given when they first appeared in the HBR (1982-2002), some but remarkably little of the material is dated. Here are some of the important business issues to which the contributors respond:

How to delegate effectively so that report-to's are personally accountable for fulfilling their obligations? ("Who's Got the Monkey?," William Oncken, Jr. and Donald L. Wass)

How to focus only on what is most important? ("Beware the Busy Manager," Heike Bruch and Sumantra Ghosal)

How to decide what to do despite uncertainty and an enormous amount of potentially relevant information? ("What Effective General Managers Really Do," John P. Kotter)

What is the "performance pyramid" and how can this model increase professional performance and improve quality of life? ("The Making of a Corporate Athlete," Jim Loehr and Tony Schwartz)

How can executives effectively organize day-to-day activities, improve their performance under pressure, and get subordinates to become more productive? ("Managers Can Avoid Wasting Time," Ronald N. Ashkenas and Robert H. Schaffer)

What are some of "the very real dangers of executive coaching" and how to avoid them? (Steven Berglas)

Note: In another article, "All in a Day's Work," Harris Collinwood and Julia Kirby co-moderate a discussion of various leadership issues by six experts from the corporate world, the non-profit sector, and academia.

Those who share my high regard for this volume are urged to check out the recently published Harvard Business Review on Making Smarter Decisions as well as other series title in the Harvard Business Review Paperback Series such as those on Change, Corporate Strategy, Decision Making, Effective Communication, the Innovative Enterprise, Leadership, Leadership at the Top, and Measuring Corporate Performance.

Also Michael George's Authentic Leadership and True North, Jack Welch and Suzy Welch's Winning, Michael Ray's The Highest Goal, Ram Charan's Know-How, and James O'Toole's The Executive's Compass.