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Under New Management
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Under New Management shines a light on the companies that are experimenting with new and different models and policies for leading teams and managing people.

Table of Contents

    • Introduction - i: Management Needs New Management
  • Chapter - 1: Outlaw Email
  • Chapter - 2: Put Customers Second
  • Chapter - 3: Lose The Standard Vacation Policy
  • Chapter - 4: Pay People To Quit
  • Chapter - 5: Make Salaries Transparent
  • Chapter - 6: Ban Noncompetes
  • Chapter - 7: Ditch Performance Appraisals
  • Chapter - 8: Hire A Team
  • Chapter - 9: Write The Org Chart In Pencil
  • Chapter - 10: Close Open Offices
  • Chapter - 11: Take Sabbaticals
  • Chapter - 12: Fire The Managers
  • Chapter - 13: Celebrate Departures
    • Section - ii: Afterword: Reinventing the Management Engine
    • Section - iii: Next Steps
    • Acknowledgements - iv: Acknowledgements
    • Section - v: Notes
    • Index - vi: Index
    • Section - vii: About The Author

About the Author

David Burkus is the author of The Myths of Creativity: The Truth About How Innovative Companies and People Generate Great Ideas. David is a regular contributor to Harvard Business Review and Forbes. His work has been featured in Fast Company, Inc., the Financial Times, Bloomberg Businessweek, and on CBS This Morning.

Reviews

Is your company ready for a radical departure from 20th-century management standards and a bold move into a new approach? In UNDER NEW MANAGEMENT, David Burkus has collected the stories of dozens of companies that are making this journey. They're standing the old rules on their heads and running their businesses with refreshing amounts of transparency and autonomy. Even better, Burkus shows how you can do it, too. -- Daniel H. Pink, bestselling author of Drive and To Sell Is Human
David Burkus challenges established management principles and reveals the counterintuitive practices that really drive organizational performance. Under New Management makes a provocative case that you should put customers second, close open offices, and ditch performance appraisals. -- Adam Grant, Wharton professor and New York Times bestselling author of Give and Take and Originals
There are so many new ideas in management, it can seem pointless to try and keep up. Burkus's book provides a whistlestop tour of fresh ideas that work, from salary transparency to collaborate hiring via alumni networks (McKinsey, he says, goes further by encouraging its clients to hire its former staff). Readers of the business press will find little new here, but it is concise, fun and jargon-free. * People Management *
In Under New Management, Burkus hauls 20th-century management ideas to the scrap heap while revealing counterintuitive practices that will drive organizational performance in the back half of the 21st century. And like any good manager, he under-promises, and over-delivers. Under New Management is a lively, provocative, must read. -- Whitney Johnson, Thinkers50, World's Most Influential Management Thinkers, author of Disrupt Yourself: Putting the Power of Disruptive Innovation to Work
Far from oozing theory written by those that have never done it, this is an account of how successful and substantial businesses adopted some revolutionary methods of addressing some long-established challenges and ways of doing business with outstanding results. The test cases are big companies but the methods are as easily applicable to much smaller entities . . . How to overthrow decades-old management practices and enjoy a revolutionary insight into the 21st century working environment? Read this book, it will stimulate any manager into examining how they might do things better. -- Bob Lefroy * Business Money *
I can't stop raving about Under New Management to friends and colleagues. If you are going to read one book on being a better manager in the next year, start here. David Burkus has assembled the most practical research and provocative ideas into an incredibly quick read. -- Tom Rath, bestselling author of Strengths Finder 2.0
Under New Management dares us to rethink some of our most closely held assumptions about management - should we fire managers? Pay people to quit? Celebrate departures? Burkus masterfully questions so-called "best practices" and illustrates how today's leading companies are unleashing human talent. If you want to stay ahead in the new game of work, read this book! -- Liz Wiseman, bestselling author of Multipliers and Rookie Smarts
On Seinfeld, perpetual screw-up George Constanza eventually realized that since every impulse he had turned out to be wrong, if he simply did the opposite he would succeed. In David Burkus' brilliant follow-up to the Myths of Creativity, he proves (with data!) just how well that same bit of logic applies to modern management. Get rid of your email, open offices, and performance reviews. Let people take vacation whenever they want, and pay them to quit. If what you're doing isn't working, Burkus will show you what does. -- Heidi Grant Halvorson, bestselling author of No One Understand You and What To Do About It

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