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Loading... The One Minute Manager (1982)by Kenneth H. Blanchard, Spencer Johnson
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Sign up for LibraryThing to find out whether you'll like this book. No current Talk conversations about this book. Personal Copy signed by Jean Darnell Business is specificity, and story is specificity; theyâre not speculationâso I find it bizarre that this business fable (business story) should be so extreme in its abstraction, to the point where the text is literally like, Say you have a problem. So you try A, B, and C, and they donât work. So combine A, B, and C; itâll work. (Thatâs really where he lost me, lol.) And the (mysterious?) Manager and the (mysterious?) young man donât have namesâŠ. I guess the theory is âsell to everyoneâ and thatâs a good seed of an idea, but I think people can tell the difference between selling to them too and being shy that theyâre not too important to you, you know. But I would like to read more business fablesâjust not by this author. I just have trouble deleting things when I value the larger category it feeds, you know. âŠ. So, if somethingâs widely successful and itâs mediocre, does that mean it bears some responsibility for a crazy world? The average manager doesnât need to be told to live more grey, you knowâto be more emotionally vague, more unattractiveâŠ. He can figure out how to do that. Now, the market in a non-crazy world, well that would be a little differentâŠ. I know people think theyâve heard all that before: have more fun, etc. etc., but the reason why itâs not an âinâ talking point now to some extent, besides the inevitable seasons of thought, you know, the cyclic-ness of everything, is that everything always fell on the women, you know. Possibly a singer making a lot of money, right. The managerâs job was just to wear a grey tie, smile a grey smile, and to feel vague, you know. I guess the rot at the root is that people think that if you werenât unattractive youâd be more of singer or a drunk than a manager. Itâs just folk delusion and has nothing to do with the potential of the market, though. âŠ. âDo not blame, or cause harm to sentient beings.â Of course; I agree. (beat) I blame the education system. (studio audience laughter). People who become managers arenât any more likely than anybody else to know algebra, probably less, but the education system has trained the masses, not indeed in algebra, but to believe that to be successful you have to act like you knew algebra, you knowâas though algebra were psychology and motivation and all the rest of itâŠ. Sometimes the person who really believes in our education system is the MOST ignorant, as I indeed have been, at timesâalthough the person who gets an âFâ in algebra usually absorbs at LEAST half of it, half of the emotional strategy, you know: at least the part that goes, âIâm a schmuck unless I feel grey inside; store managers shouldnât be schmucks like me.â Of course, itâs not easy because the masses are very much divided; however, it seems like a bad sort of compromise to offer them as the system an elite designed to be equally reprehensible for everyone, you know. Which isnât to say that sometimes the masses arenât unreasonable. âFor the high crime and misdemeanor of not being Trump, I, Clown Man, hereby impeach you, Biden, by a vote of 67-7.â âHow did you get those numbers?â âOh, those are the voices inside my head.ââŠ. But just to offer the people DMV Corp. (G-Man Corp., I mean), because the grey road is the road of least resistanceâŠ. I donât know; is that really playing the long game? âŠ. He sorta gets some of the common problems in business organizations, but that is so not the same as inspiring people to do better or having what it takes to do a better job; ie, being brief is so not the same as being alive and something beyond just a rational computer in a business suit. And he so just doesnât write stories well! âEverything is rationality, young manâeven the decision you have to make, whether or not to give a damn! đ âWow, Manager! Since Iâm just the authorâs sock puppet just like you, I guess Iâll go ahead and agree with you! đ I hate to be negative, but the idea that normies might label this book as âpositive thinkingâ fills me with dread! đč Usa la forma della storia per raccontare piccoli approcci buoni per qualsiasi tipo di manager (o meglio: per manager senza troppe pretese e con poca voglia di leggere, data la scarsa mole del libro). Si potrebbe dire che Ăš solo buon senso (l'obiettivo, la lode, la sgridata), ma quel che il libro dice Ăš meno scontato di quel che si puĂČ pensare. no reviews | add a review
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HTML: A revised edition of the timeless business classicâ??updated to help today's readers succeed more quickly in a rapidly changing world. For decades, The One Minute ManagerÂź has helped millions achieve more successful professional and personal lives. While the principles it lays out are timeless, our world has changed drastically since the book's publication. The exponential rise of technology, global flattening of markets, instant communication, and pressures on corporate workforces to do more with lessâ??including resources, funding, and staffâ??have all revolutionized the world in which we live and work. Now, Ken Blanchard and Spencer Johnson have updated The One Minute Manger to introduce the book's powerful, important lessons to a new generation. In their concise, easy-to-read story, they teach readers three very practical secrets about leading othersâ??and explain why these techniques continue to work so well. As compelling today as it was thirty years ago, this classic parable of a young man looking for an effective manager is more relevant and useful t No library descriptions found. |
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