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First, Break All the Rules, subtitled What the World's Greatest Managers Do Differently (1999) is a self-help book authored by Marcus Buckingham and Curt Coffman about improving employee satisfaction. The book appeared on the New York Times bestseller list for 93 weeks. [1]
The Type A and Type B personality concept describes two contrasting personality types.In this hypothesis, personalities that are more competitive, highly organized, ambitious, impatient, highly aware of time management, or aggressive are labeled Type A, while more relaxed, "receptive", less "neurotic" and "frantic" personalities are labeled Type B.
Utilizing the right management style. Recognizing what one's management style is allows one to utilize it in a way that matches employees’ motivation styles. Being authentic. Most adults can recognize a genuine person, and being a trustworthy person who is reliable earns respect. Safe environments.
A CEO mom of four shares her insights on work-life balance—or lack thereof. Illustration:Thodoris Tibilis. I’m going to say it out loud: I don’t believe in work-life balance. I understand ...
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...
The authors assert that pay is such a "status-laden, envy-inspiring, politically charged monster" that it cannot be measured in the same way as the aspects that make up the bulk of the book. Being based in research on how people react in real life, rather than in theory, 12 is a mainstream application of behavioral economics.
Lean thinking is a management framework made up of a philosophy, practices and principles which aim to help practitioners improve efficiency and the quality of work. Lean thinking encourages whole organisation participation. The goal is to organise human activities to deliver more benefits to society and value to individuals while eliminating ...
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. [1]The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal ...