Why Employees Don't Do What They're Supposed To and What You Can Do About It

by Fournies, Ferdinand

• ISBN13: 9780071486156
• ISBN10: 0071486151
• Edition: 2nd
• Format: Paperback
• Copyright: 2007-06-07
• Publisher: McGraw Hill

Summary

The New York Times bestselling guide to getting the best out of every employee-updated for the modern workplaceBased on the actual experiences of 25,000 managers,Why Employees Don't Do What They're Supposed to Do...gives you proven, straightforward methods that work onrealjobs, in therealworld. This results-oriented guidebook helps you handle the top 10 situations in which employees don't perform the way they should, including a detailed analysis of the causes and the plans for preventing the same problems down the road.Featuring fresh insights on outsourcing, temp workers, flex time, telecommuting, and technology, this no-nonsense resource arms you with the people-management skills you need to consistently elicit the highest levels of performance from your workforce."In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance...[This book] should be on the desk of anyone who manages others."-Entrepreneur

Author Biography

The books of Ferdinand F. Fournies have been translated into multiple languages. An expert in management and sales techniques, Fournies consulted to companies around the world, including Kodak, Merck, HP, and 3M.

Table of Contents

The hidden influences that affect everyone's performance
They don't know why they should do it	p. 3
They don't know how to do it	p. 11
They don't know what they are supposed to do	p. 17
They think your way will not work	p. 27
They think their way is better	p. 31
They think something else is more important	p. 37
There is no positive consequence to them for doing it	p. 43
They think they are doing it	p. 51
They are rewarded for not doing it	p. 59
They are punished for doing what they are supposed to do	p. 63
They anticipate a negative consequence for doing it	p. 71
There is no negative consequence to them for poor performance	p. 77
Obstacles beyond their control	p. 85
Their personal limits prevent them from performing	p. 93
Personal problems	p. 99
No one could do it	p. 109
Preventive management : a new management system that gets you the best results
How to use the power of preventive management to get perfect performance	p. 113
The importance of friendliness	p. 123
Questions and answers	p. 127
Table of Contents provided by Blackwell. All Rights Reserved.