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12: The Elements of Great Managing (Hardcover)
by Rodd Wagner, James K. Harter
| Category:
Management, Leadership |
| Market price: ¥ 278.00
MSL price:
¥ 238.00
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Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
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MSL rating:
 Good for Gifts |
| MSL Pointer Review:
An overdue update on First, Break All the Rules with detailed examples, this book is an excellent guide to managing your work life more effectively. |
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Author: Rodd Wagner, James K. Harter
Publisher: Gallup Press
Pub. in: November, 2006
ISBN: 159562998X
Pages: 280
Measurements: 9.2 x 6.2 x 1.2 inches
Origin of product: USA
Order code: BA01058
Other information: ISBN-13: 978-1595629982
Language: American English
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Rate this product:
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- Awards & Credential -
A great companion to the all-time management masterpiece First, Break All the Rules. |
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- MSL Picks -
The 12 elements represent the aspects of work that are most powerful in explaining workers' productive motivations on the job. They include job clarity, materials and equipment, recognition and praise... learning and growth opportunities.
These are my reasons for rating this book 5 stars:
1. The insights are backed by empirical evidence,
2. Although the approach is scientific, the book is easy to understand,
3. It incorporates international perspectives.
The authors illustrate the 12 Elements with examples from the US, Brazil, Germany, India and other countries. The insights are practical and backed by empirical evidence gathered from 10 million employee and manager interviews from 114 countries. In this book employee engagement has been linked to business performance. The authors have compared the top-quartile and bottom-quartile business units for the Elements, and have measured the overall difference between engaged and actively disengaged employees.
Throughout the book you will read results that link these differences to a variety of business metrics - productivity, profitability, absenteeism, turnover, shrink (the retailers' euphemism for theft), accidents, customer ratings, etc. I enjoyed the way in which the findings were presented. Each chapter starts with a situation where a company has problems related to an Element. The authors then present their research and findings. After that a "great" manager implements changes and saves the day.
This book is exceptionally well researched. In addition to research by Gallup, it includes references from the works of several other researchers and authors that stretch across time and disciplines; for example Economics (from Adam Smith to Steven Levitt), Psychology (from Abraham Maslow to Mihaly Csikszentmihalyi), Management (from Frederick Taylor to Jeffrey Pfeffer)... Movies (Office Space), TV (Seinfeld) and Cartoons (Dilbert). The book also includes discoveries from neuroscience and game theory.
A note on the important of empirical evidence:
Many managers prefer to manage by their gut feelings, intuition, or by whatever fad that consulting firms are selling. For them, "evidence" often means personal, N=1 experience, and not consistent demonstration of results across contexts and time. That's part of the reason that they will continue to create the same problems that so many before them have made. Today, movements such as "evidence based management" are gaining popularity in academic and business circles. Several HR and Organizational Behavior professionals and professors (for instance Stanford's Pfeffer and Sutton) are applying techniques from science, engineering and statistics to the discipline of management.
Overall, I found this to be an excellent book and recommend it to all managers. Should you be interested, please feel free to read my guides and other reviews of management books.
(From quoting Avinash Sharma, USA)
Target readers:
Managers at all levels, entrepreneurs, government and nonprofit leaders, management consultants and MBAs.
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Rodd Wagner is a principal of Gallup and author with James K. Harter of the New York Times bestseller 12: The Elements of Great Managing.
Upon joining the company in 1999, Wagner gravitated toward the study of high-performing managers and how human nature affects business strategy. Wagner interprets employee engagement and business performance data for numerous Fortune 500 companies.
James K. Harter, Ph.D., is Chief Scientist Workplace Management and Well-Being for Gallup's workplace management practice and The Gallup World Poll. He is coauthor of the New York Times bestseller 12: The Elements of Great Managing, an exploration of the 12 crucial ingredients for creating and harnessing employee engagement. His research has been popularized in the business bestsellers First, Break All the Rules and How Full Is Your Bucket? and in academic articles, book chapters, and publications such as USA Today, The Wall Street Journal, and The New York Times.
Harter is the primary researcher and author of the first meta-analysis to investigate the relationships between work-unit employee engagement and business results. This study, which is updated periodically, currently covers 24,000 business units in 37 industries and 23 countries. He is coauthor of "Manage Your Human Sigma," published in the Harvard Business Review (July/August, 2005). This groundbreaking management approach assesses and improves the quality of the employee-customer encounter.
Since joining Gallup in 1985, Harter has authored or coauthored more than one thousand research studies for profit and nonprofit organizations on employee engagement and talent as well as topics in industrial and organizational psychology and well-being. His specialties include psychological measurement and the estimation of the practical effect of management initiatives.
Harter received his doctorate in psychological and cultural studies in quantitative and qualitative methods from the University of Nebraska-Lincoln. He has served as an adjunct faculty member at the University of Nebraska-Lincoln. He lives in Omaha, Nebraska, with his wife RaLinda and their two sons.
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From Publisher
12: The Elements of Great Managing is the long-awaited sequel to the 1999 runaway bestseller First, Break All the Rules. Grounded in Gallup's 10 million employee and manager interviews spanning 114 countries, 12 follows great managers as they harness employee engagement to turn around a failing call center, save a struggling hotel, improve patient care in a hospital, maintain production through power outages, and successfully face a host of other challenges in settings around the world.
Authors Rodd Wagner and James K. Harter weave the latest Gallup insights with recent discoveries in the fields of neuroscience, game theory, psychology, sociology, and economics. Written for managers and employees of companies large and small, 12 explains what every company needs to know about creating and sustaining employee engagement
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| View all 8 comments |
Dennis (MSL quote), USA
<2007-11-16 00:00>
Once again, researchers from The Gallup Organization remind us of the performance benefits that accrue when leaders acknowledge the `human element' of business. In this expanded dialogue about the 12 elements of great managing, as identified from extensive research in the 1999 best seller First, Break All the Rules: What the World's Greatest Managers Do Differently; authors Wagner and Harter bring each element to life through shop-floor stories interwoven with Gallup's foundational research that provides the elements' psychological underpinning. The result is a convincing and readable book that might have you wondering why so many organizations work so hard "to make their "human resources" more productive while fighting what makes them human."
Hidden within this book is the underpinnings of a methodology for meeting the needs of the organization (Business Inc.) while meeting the needs of the individual (Me Inc.), and it is not just about the money - and as the 13th element of great managing, the authors tell you why in a section titled, "The Problem with Pay." Great book delivering the underpinnings of a great concept; it is highly recommended for anyone interested in engaging people with the performance demands of their business. Dennis DeWilde, author of The Performance Connection. |
Larry K. Adams (MSL quote), USA
<2007-11-16 00:00>
If you are a manager - PLEASE READ THIS BOOK! If you are not a manager, buy this book; gift-wrap it, and GIVE IT TO YOUR MANAGER!
Managers take note - This book is the answer to getting your people engaged.
I love good advice and this book has plenty. I took out my highlighters and marked all over this book. It goes on my reference shelf for years to come. As I work with organizations to help them engage their people to take action (see theactionator.com) this book will go on my "must read" list. If you have a list of books to read this year, add "12 The Elements of Great Managing".
My favorite element is number three: The Opportunity to Do What I Do Best. This chapter addresses the issue of "matching a person to the right job, or a job to the right person". This is one of the hardest elements to pull off but the payback is HUGE! Imagine how engaged your workforce would be if everyone had an opportunity to do what they do best!
Buy this book, get out your highlighters, and get to work. The 12 elements in this book can help the good manager become GREAT! |
Robert (MSL quote), USA
<2007-11-16 00:00>
A great follow up to the original - Break All the Rules - in managerial tips on how to get the most out of your staff. A must reading for those who believe in the philosophy of productivity is important, and staff morale is the number one way to get there, not cutting budgets and hard driving tactics. |
B. Johnson (MSL quote), USA
<2007-11-16 00:00>
One of the things that makes this book so worth the read is its SUPPORT IN DATA. The authors do a good job summarizing an enormously rich database down into actual, consise recommendations. So many other books I've read on this topic tend to draw from small, retrospective samples, personal anecdotes, or unique(?) case studies. Such books might make for interesting story telling. More rare is the book that tells the story supported by a whopping 10 million interviews/observations and then ties these observations to company performance outcomes. Read other books if you just like catchy, one-off stories. Read this one if you're looking for well told stories drawn from principles that are statistically proven to actually work. |
View all 8 comments |
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