Hard Facts Dangerous Half Truths And Total Nonsense

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Hard Facts, Dangerous Half-truths, and Total Nonsense

Hard Facts, Dangerous Half-truths, and Total Nonsense
  • Author : Jeffrey Pfeffer,Thomas D Dee II Professor of Organizational Behavior Graduate School of Business Jeffrey Pfeffer,Robert I. Sutton
  • Publisher : Harvard Business Press
  • Release : 2006
  • ISBN : 9781591398622
  • Language : En, Es, Fr & De

Book Description :

The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life – and shows how to finally turn this common sense into common practice.

Summary: Hard Facts, Dangerous Half-Truths and Total Nonsense - Jeffrey Pfeffer and Robert Sutton

Summary: Hard Facts, Dangerous Half-Truths and Total Nonsense - Jeffrey Pfeffer and Robert Sutton
  • Author : BusinessNews Publishing
  • Publisher : Primento
  • Release : 2013-02-15
  • ISBN : 2806246482
  • Language : En, Es, Fr & De

Book Description :

Complete summary of Jeffrey Pfeffer and Robert Sutton's book: "Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting from Evidence-Based Management". This summary of the ideas from Jeffrey Pfeffer and Robert Sutton's book "Hard Facts, Dangerous Half-Truths and Total Nonsense" shows how managing a business profitably is hard work, with intense pressures, incomplete information and new ideas that come along every day. Under these conditions, it isn't surprising that many managers sometimes fall victim to "miracle" cures for management challenges or simply adopt the "best practices" of other companies. In their book, the authors explain how this often leads to poor-quality decisions being made that end up wasting time and money. According to Pfeffer and Sutton, the best way is to use "evidence-based management". This summary demonstrates the fundamentals of this approach and how you can apply it to your management techniques to make smart decisions on the pressing issues. Added-value of this summary: • Save time • Understand key concepts • Expand your management skills To learn more, read "Hard Facts, Dangerous Half-Truths and Total Nonsense" and find out how to apply the best strategies for your business.

What Were They Thinking?

What Were They Thinking?
  • Author : Jeffrey Pfeffer
  • Publisher : Harvard Business Press
  • Release : 2007
  • ISBN : 1422103129
  • Language : En, Es, Fr & De

Book Description :

The question of how to improve organizational effectiveness through better people management is always top of mind. This book challenges incorrect and oversimplified assumptions and much conventional management wisdom - delivering business commentary that helps business leaders make smarter decisions.

Evidence-Based Management

Evidence-Based Management
  • Author : Eric Barends,Denise M. Rousseau
  • Publisher : Kogan Page Publishers
  • Release : 2018-09-03
  • ISBN : 074948375X
  • Language : En, Es, Fr & De

Book Description :

Decisions in businesses and organizations are too often based on fads, fashions and the success stories of famous CEOs. At the same time, traditional models and new cutting-edge solutions often fail to deliver on what they promise. This situation leaves managers, business leaders, consultants and policymakers with a profound challenge: how can we stay away from trends and quick fixes, and instead use valid and reliable evidence to support the organization? In response to this problem, evidence-based management has evolved with the goal of improving the quality of decision-making by using critically evaluated evidence from multiple sources - organizational data, professional expertise, stakeholder values and scientific literature. This book sets out and explains the specific skills needed to gather, understand and use evidence to make better-informed organizational decisions. Evidence-Based Management is a comprehensive guide that provides current and future managers, consultants and organizational leaders with the knowledge and practical skills to improve the quality and outcome of their decision-making. Online resources include case studies, exercises, lecture slides and further reading.

The No Asshole Rule

The No Asshole Rule
  • Author : Robert I. Sutton
  • Publisher : Business Plus
  • Release : 2007-02-22
  • ISBN : 9780759518018
  • Language : En, Es, Fr & De

Book Description :

The definitive guide to working with -- and surviving -- bullies, creeps, jerks, tyrants, tormentors, despots, backstabbers, egomaniacs, and all the other assholes who do their best to destroy you at work. "What an asshole!" How many times have you said that about someone at work? You're not alone! In this groundbreaking book, Stanford University professor Robert I. Sutton builds on his acclaimed Harvard Business Review article to show you the best ways to deal with assholes...and why they can be so destructive to your company. Practical, compassionate, and in places downright funny, this guide offers: Strategies on how to pinpoint and eliminate negative influences for good Illuminating case histories from major organizations A self-diagnostic test and a program to identify and keep your own "inner jerk" from coming out The No Asshole Rule is a New York Times, Wall Street Journal, USA Today and Business Week bestseller.

The Knowing-doing Gap

The Knowing-doing Gap
  • Author : Pfeffer,Jeffrey Pfeffer,Robert I. Sutton,Thomas D Dee II Professor of Organizational Behavior Graduate School of Business Jeffrey Pfeffer
  • Publisher : Harvard Business Press
  • Release : 2000
  • ISBN : 9781578511242
  • Language : En, Es, Fr & De

Book Description :

"Jeffrey Pfeffer and Robert Sutton, identify the causes of the knowing-doing gap and explain how to close it."--Jacket.

The Exceptional Manager

The Exceptional Manager
  • Author : Research Fellow Rick Delbridge,Rick Delbridge,Professor of Human Resource Management Lynda Gratton,Lynda Gratton,Gerry Johnson
  • Publisher : Oxford University Press
  • Release : 2006
  • ISBN : 9780199292226
  • Language : En, Es, Fr & De

Book Description :

How do businesses go beyond the prescriptive policies and make the shift from the 'low road' of cost to the 'high road' of innovation and value? This book presents an analysis of the context and the challenges, and offers managers and consultants a range of ideas that are helpful to their companies.

Making Robust Decisions

Making Robust Decisions
  • Author : David G. Ullman
  • Publisher : Trafford on Demand Pub
  • Release : 2006
  • ISBN : 142510956X
  • Language : En, Es, Fr & De

Book Description :

How do you approach difficult decisions? Decision making is an integral part of business and technology, as well as almost every other facet of life. Now there is a uniquely practical book that can help you tackle your next decision with confidence. In Making Robust Decisions: Decision Management for Business, Service, and Technical Teams, you will learn: why decision making can be so difficult; how to address the challenges that uncertain, conflicting, incomplete, or evolving information present; and how to achieve robust decisions despite the varied personalities and perspectives on your team. Combining more than ten years of study of decision support, cognitive psychology, product development, and business management with modern Artificial Intelligence concepts, Making Robust Decisions gives you the tools you need to produce optimal decisions—those that make good use of available information, achieve buy-in from all parties, and yield the best possible results. Packed with practical examples and case studies, Making Robust Decisions strikes a middle ground between self-help books that, while interesting in theory, may not help with real-world problems and highly technical analysis texts. It provides some methods you can implement right away and others that you and your organization can grow into. It is readable, useful, and readily applicable to a wide variety of decision-making problems. The methods introduced in Making Robust Decisions can help with such varied issues as selecting a concept, managing a portfolio, choosing a vendor, evaluating a proposal, selecting from architecture options, choosing a design, and determining whether to make or buy an item. They support military selection of the best course of action (COA), Analysis of Alternatives (AoA), and homeland security strategies. Making Robust Decisions includes chapters on making estimates, working with decision teams, framing problems, the influence of belief, and using AccordÔ decision-making software to support robust decisions. It includes decision-making templates and demonstrates how the methods described support Design for Six Sigma practitioners and provide help in un-sticking the OODA Loop. If you’re in the business of making difficult decisions while managing uncertainty, risk, and team conflict, then discover the new, effective techniques presented in Making Robust Decisions.

The Oxford Handbook of Evidence-Based Management

The Oxford Handbook of Evidence-Based Management
  • Author : Denise M. Rousseau
  • Publisher : Oxford University Press
  • Release : 2013-12-15
  • ISBN : 0199366284
  • Language : En, Es, Fr & De

Book Description :

From medicine to education, evidence-based approaches aim to evaluate and apply scientific evidence to a problem in order to arrive at the best possible solution. Thus, using scientific knowledge to inform the judgment of managers and the process of decision-making in organizations, Evidence-based Management (EBMgt) is the science-informed practice of management. Written by leading experts in the study and practice of EBMgt, The Oxford Handbook of Evidence-based Management provides an overview of key EBMgt ideas and puts them in context of promoting evidence-based practice. Furthermore, it addresses the roles and contributions of practitioners, educators, and scholars -- the primary constituents of EBMgt -- while providing perspectives and resources for each. Divided into three sections (research, practice, and education), this handbook examines the realities of everyday management practice and the role EBMgt can play in improving managerial decision making and employee well being and instructs educators in their roles as designers of curricula and resources. As the first major volume to capture the spirit of this emerging movement, The Oxford Handbook of Evidence-based Management shows how practitioners can use high-quality knowledge gleaned from scientific research in order to make better use of available data and ultimately make more mindful decisions.

Good Boss, Bad Boss

Good Boss, Bad Boss
  • Author : Robert I. Sutton
  • Publisher : Business Plus
  • Release : 2010-09-07
  • ISBN : 9780446558471
  • Language : En, Es, Fr & De

Book Description :

Now with a new chapter that focuses on what great bosses really do. Sutton adds revelatory thoughts about such legendary bosses as Ed Catmull, Steve Jobs, A.G. Lafley, and many more, and how you can implement their techniques. If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) an all-around great boss, somebody with the skill and grit to inspire superior work, commitment, and dignity among their charges. As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers (and superiors, peers, and customers too) react to what they say and do. The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.