Thriving on Chaos: Handbook for a Management RevolutionThe national bestseller that offers prescriptions for an economic world turned upside down. "Enough inspiration and information to feed American management for years."-- "Industry Week" A "New York Times" bestseller for eleven months."Enough inspiration and information to feed American managers for years." "--Industry Week" "A provocative and worthwhile book, loaded with sound advice on how to manage our institutions in a world in which the old ways do not seem to work." "--Across the Board" |
From inside the book
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Page 33
... employees , similar to IRAS , might be made over an extended period . The money would revert to the employee at retirement or some such time , but upon displacement would be issued , in voucher form , for use in certified training ...
... employees , similar to IRAS , might be made over an extended period . The money would revert to the employee at retirement or some such time , but upon displacement would be issued , in voucher form , for use in certified training ...
Page 338
... employees could keep labor costs at 10 percent of sales - by working more efficiently or by boosting store traffic- they'd get a cash bonus equal to one percent of the store's sales . They'd get an 0.5 percent bonus at 11 percent of ...
... employees could keep labor costs at 10 percent of sales - by working more efficiently or by boosting store traffic- they'd get a cash bonus equal to one percent of the store's sales . They'd get an 0.5 percent bonus at 11 percent of ...
Page 349
Handbook for a Management Revolution Thomas J. Peters. 2. Permanent employees have more employment security than temporary employees . 3. Length of service may determine the degree of security . 4. Certain changes , but not others , may ...
Handbook for a Management Revolution Thomas J. Peters. 2. Permanent employees have more employment security than temporary employees . 3. Length of service may determine the degree of security . 4. Certain changes , but not others , may ...
Contents
Using the Prescriptions The Essentials of Proactive | 35 |
Achieving Flexibility by Empowering People | 281 |
A New View of Leadership | 387 |
Copyright | |
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achieve American average become boss champions Chaparral competitive competitors corporate cost create distribution Domino's Pizza emphasize employees engineers executive experience factory failure fast Federal Express firm's firms flexibility Ford Frito-Lay front line front-line functions Hewlett-Packard idea important incentive industry innovation instance involvement Japan Japanese leaders leadership listening machine manufacturing Masaaki Imai McKesson measurement meeting ment middle managers Milliken million Nordstrom Nucor Corporation operations opportunity organization percent performance plant prescriptions problem Procter & Gamble profit Regis McKenna reports responsiveness retailing Roger Milliken role ServiceMaster share skills small starts spend staff Stew Leonard's strategy success supervisors suppliers talk things tion turn U.S. Steel unit vision week workers Worthington Industries