Thriving on Chaos: Handbook for a Management RevolutionThe national bestseller that offers prescriptions for an economic world turned upside down. A New York Times bestseller for eleven months. |
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Page 44
... than five layers in an organization of any size " -and " get rid of all first - line supervisors . " " Get people involved " became " get everyone involved in almost everything , train like the dickens 44 / A WORLD TURNED UPSIDE DOWN.
... than five layers in an organization of any size " -and " get rid of all first - line supervisors . " " Get people involved " became " get everyone involved in almost everything , train like the dickens 44 / A WORLD TURNED UPSIDE DOWN.
Page 48
... supervisor to the chief executive of a big firm , has , and indeed needs , a pocket theory of manage- ment . It is seldom formal , to be sure , but more likely an implicit list of " ten things I really believe " that can be wheedled out ...
... supervisor to the chief executive of a big firm , has , and indeed needs , a pocket theory of manage- ment . It is seldom formal , to be sure , but more likely an implicit list of " ten things I really believe " that can be wheedled out ...
Page 53
... supervisors give way to self - managed teams , middle managers as facilitators rather than turf guardians Leader as lover of change and preacher of vision and shared values , strategy development radically bottom - up , all staff ...
... supervisors give way to self - managed teams , middle managers as facilitators rather than turf guardians Leader as lover of change and preacher of vision and shared values , strategy development radically bottom - up , all staff ...
Page 54
... supervisors / managers at all levels ) . There is , then , a feel to the prescriptions taken as a whole - what they add up to in terms of the way we think about people , customers , relation- ships ( adversarial versus cooperative ) ...
... supervisors / managers at all levels ) . There is , then , a feel to the prescriptions taken as a whole - what they add up to in terms of the way we think about people , customers , relation- ships ( adversarial versus cooperative ) ...
Page 76
... supervisors .... The Franklin experi- ence is by no means unique . By 1985 , seventeen years after Okla- homa began providing such customized training assistance , the ser- vice had been used by more than 500 firms . Some have been ...
... supervisors .... The Franklin experi- ence is by no means unique . By 1985 , seventeen years after Okla- homa began providing such customized training assistance , the ser- vice had been used by more than 500 firms . Some have been ...
Contents
Achieving Flexibility by Empowering People | 339 |
Involve Everyone in Everything | 341 |
A New View of Leadership at All Levels | 467 |
Building Systems for a World Turned Upside Down | 579 |
Measure Whats Important | 581 |
Strategic Planning | 609 |
Set Conservative Goals | 619 |
Demand Total Integrity | 627 |
Second Thoughts | 635 |
Appendix | 655 |
Acknowledgments | 667 |
Notes | 671 |
Index | 685 |
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Common terms and phrases
achieve American average become boss champions Chaparral competitive competitors corporate cost create distribution distributors Domino's Pizza emphasis employees engineers executive experience factory failure fast Federal Express firm's firms flexibility Ford Frito-Lay functions Hewlett-Packard idea important incentive industry innovation instance involvement Japan Japanese listening look machine major manufacturing McKesson measurement meeting ment Milliken million Nordstrom operations opportunity organization percent plant prescriptions problem Procter & Gamble product or service profitable quality improvement Regis McKenna responsiveness retailing revolution Roger Milliken salesperson sector semiconductor ServiceMaster skills small starts Soichiro Honda staff Stew Leonard's strategy success supervisors suppliers talk Tennant things tion turn U.S. Steel uniqueness United value-added vision word-of-mouth workers Worthington Worthington Industries