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The One Minute Manager Anniversary Ed: The World's Most Popular Management Method (精装)
by Kenneth Blanchard, Ph.D , Spencer Johnson, M.D.
| Category:
Management, Leadership |
| Market price: ¥ 238.00
MSL price:
¥ 218.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
The greatest uniqueness of this management classic is its powerful simplicity. It's a short yet profoundly valuable book that everyone needs. |
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AllReviews |
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David W. Hanna (Vice President, IBM) (MSL quote), USA
<2006-12-25 00:00>
I believe The One Minute Manager should be made standard issue at all our management training programs from new managers’ school to Advanced Management Training. It embodies (in an easy-to-read form) the fundamental principles of people management we are trying to instill in our management team. |
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Robert W. Davis (General Manager, Chevron) (MSL quote), USA
<2006-12-25 00:00>
After reading The One Minute Manager, I gave a copy to my boss, his boss, each of my staff, fellow refinery managers, and even to my wife, our close friends, and our clergy. It has that kind of universal appeal and it is that good. |
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A reader (MSL quote), USA
<2006-12-25 00:00>
As I have seen among employees in different jobs that I have had, too often is the employee left to figure out his/her own job expectations. When an employee experiences this feeling of insecurity, it is usually the trigger for many other undesired exhibited behaviors which soon follow. Lack of motivation, lack of initiative, competing for the boss' attention, and trying to adopt someone else's talent rather than using one's own strengths to benefit the organization are a few of those behaviors seen. Written job descriptions and performance evaluations are at times too vague in letting the employee know how to plan or work through their day-to-day operation. With the concept of One Minute Goal Setting, a powerful tool for invoking motivation is born. The employee feels like he/she has responsibility for a task, the task and the goal is written down and performance against the goal is frequently checked. Success with the goal is then measurable.
One Minute Praising is another concept of great benefit. More than just providing feedback, it becomes a wonderful tool for reinforcing positive behavior or results, i.e. usually seen as quantity or quality work. The employee feels a sense of fulfillment and importance, knowing that his/her work made an impact or made a difference. It also allows the manager to currently share how he/she feels about the work rather than wait or most likely forget to mention it at the time of the employee's performance evaluation. Out of the three concepts, I think this technique builds employee confidence the most. When one feels confident, one is able to set higher standards for himself/herself. Higher standards develop the attitude for working with excellence.
Similarly, One Minute Reprimands "nip things in the bud." Undesired behaviors are curbed and discouraged and because of the seriousness in which the situation is handled, most employees will want to avoid getting reprimanded. Two important and notable aspects of the reprimand is that the behavior of the employee is addressed, not the employee's worth. The reprimand is also not based on "hearsay" but rather on what has been evidenced by the manager himself. Therefore, using this technique, feelings of resentment are not fostered between the employee and the manager.
I found this book to be very inspiring. Though I am not yet a manager, these concepts can be used at home, with family, as well as at work with my fellow employees - especially when we work together on projects. They can be even be used with the managers who currently supervise me. The principles are reciprocal and universal. This is how I would want to be managed and this is the way I would like to manage. Great book!
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A reader (MSL quote), USA
<2006-12-25 00:00>
The One Minute Manger by Kenneth Blanchard and Spencer Johnson teaches the readers the three skills to achieving effective management. Although the keys to being an effective and successful manager, as described by Blanchard and Johnson, seems unbelievably simple, they will strike an understanding chord among most people who have ever managed and supervised employees. Not because managers typically follow the principles, but precisely because these simple principles are ones that they intuitively know they should be practicing yet do not because of lack of conviction in the methods, worry about changing management styles, low level of interest, or apprehension that they will take too much time.
Not to fear, Blanchard and Johnson address these concerns in their short simple book. The allegory starts off with a young man in search of an effective manager. Initially disillusioned by the managers he encounters, who are only results-oriented at the expense of the employees or only people-oriented at the expense of the organization, the young man discovers The One Minute Manager. The young man learns from The One Minute Manager and the people whom he manages the philosophy of the one-minute management style. The authors gradually convince the readers through examples, anecdotes, explanations, and quotable quotes why and how their three principles, when followed appropriately, actually work. A brief guideline list accompanies each of the three management skills: the "one minute goal setting," "one minute praising," and "one minute reprimand." There is even a concise flow chart to help solidify the management principles into one page near the end of the book; no doubt, designed to be cut-out or photocopied and posted in every manager's office. By the end of the short 60 minutes required to finish the book, most readers will be convinced to at least test out the method. After all, the title of the book already suggests that time commitment is not an issue; one can become an effective manager by investing a short 60-second of time. When one reads the book, this really translates to several 60-second intervals per day, but the amount of time will be much less than what most managers are used to.
More effective management in significantly less time? Is it possible? The authors certainly make a compelling yet uncomplicated and clear case for this. One does have to wonder if this is too easy. Will it work for managing all types of people in all types of organizations? How about the slackers? Or the employee who is the wrong fit for the job, doesn't have the appropriate training, or lacks motivation? How about the company with a long tradition of top-down management style? The book doesn't get mired in the details or specifics of every possible variation or situation; instead it attempts to provide the general strategies of effective management. The simple message of the book is to focus on making people feel valued which will lead to greater self-motivation and increased productivity for the individual and organization. As the One Minute Manager best described it, "People who feel good about themselves produce good results." And because they are not difficult to understand, learn, or implement, the skills can be readily used by most managers immediately.
The book is not only for managers of people. The message from the book is relevant to anybody interacting with people or when managing your own work and life. For example, I can utilize the skills to not only manage the people who report to me, but also in working with my colleagues or my supervisor, although the lesson on reprimanding may be less applicable in such situations. The most useful setting to apply the skills, perhaps, is when teamwork is involved, such as in committees, meetings, and group projects. This is when setting goals and timelines are critical and working effectively with colleagues, including giving praise and constructive criticism, is paramount to success. Furthermore, I can even see me being a One Minute Manager to myself, be it in the work environment, personal life, educational pursuits, or participation in hobbies. Who wouldn't want to be happier and have better results in all of these activities? I wouldn't mind impressing my boss more, fulfilling all my New Year's resolutions, or running a marathon in 3 hours and 15 minutes. After reading "The One Minute Manger", most readers will want to be a One Minute Manager tomorrow.
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Brandon Michael (MSL quote), USA
<2006-12-25 00:00>
This is one of my favorite books. It is geniusly simple, respectful and powerful. I was surprised to find out that I can easily apply the 3 principles in almost every relationship. So many people around deserve to be praised and taught a lesson and it is very important HOW you will do it because the final result can be very positive or just the opposite. It is a very valuable book which is very well written and is a fast read. I also highly recommend the other books from the One Minute Manager series because every book has a lot to offer and they will be especially helpful if you are in a business environment. |
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Martin Lee (MSL quote), USA
<2006-12-25 00:00>
Ever wanted to read those managerial books out there but had been put off by the the thick textbooks and theories? Look no further with "The One Minute Manager" series of books. Written in simple layman style in the form of a story, each book presents different management concepts. The first book in the series starts off by introducing us to the two types of managerial styles that we know: The task oriented and the people oriented. To get results, the effective manager has to have the correct balance of the two. This can be achieved through 3 one minute secrets: One Minute Goals, One Minute Reprimands and One Minute Praisings. Ponder on the One Minute teachings and you realise how true and simple they are. Of course, as with all things, theory and applications are two different matters altogether. You will still need lots of practice to apply what is taught here. After all, you can't really become a One Minute Manager overnight right?
Recommendations: A must read for all managers out there, especially 'senior management' who often think highly of themselves and their results. :) The concepts would also be useful for parents who need to 'manage' their children better. For fast readers, don't really need to buy the book though as it can be easily digested in less than an hour. |
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A reader (MSL quote), USA
<2006-12-25 00:00>
The book demonstrates three easy to use management techniques: One Minute Goal Setting, One Minute Praising, and One Minute Reprimands. One Minute Goal Setting involves setting clear performance standards and expectations. According to the authors, most managers use NIHYSOB or "Now I have you - you SOB" These managers don't tell people what they expect of them; they just leave them alone and then "zap" them when they don't perform at the desired level. In One Minute Goal Setting the manager and employee agree on goals or key areas of responsibilities so that the employee knows what they will be accountable for and what performance is expected. The manager and employee agree that the manager will let the employee know when they are performing well and when they are not.
After One Minute Goal setting the manager stays in close contact with the employee and gives them a One Minute Praising when they do something right. The most important thing in training someone is to catch them doing something right-in the beginning it may be approximately right and gradually move them towards the desired behaviors. Praise employees for what they do right and encourage them to repeat the behavior. That's why it's important to observe new people in the beginning or when starting a new project. The praise should come immediately after you see them do something right and not just at performance review times.
If the employee is not performing as agreed on in the One Minute Goal Setting then the manger may use One Minute Reprimands. The authors state that most managers are "gunnysack discipliners." That is, they store up observations of poor performance and then at performance review time or when they are angry they "open the sack." They tell people all the things they've done wrong for the last weeks or months. The idea behind One Minute Reprimands is that the manager should intervene early and deal with the problem at the time that it happens and not wait till the performance review time. Reprimands should be fair and should focus on behavior and not on the worth of the person. The reprimand should always be followed by a praising -- telling the person what they are doing right and how much they are valued.
Although this book was written over 20 years ago the advice given by Blanchard and Johnson still holds true today. I can personally identify with what they refer to as NIHYSOB and "gunny sack" managers. I work in an organization where managers are hired strictly on the bases of their subject matter expertise and not because of their management or interpersonal skills. This means most employees are left on their own to figure out what they are supposed to be doing on the job. Feedback on what you're doing right or wrong is rarely given. The annual performance feedback is considered a "joke" because most managers give every employee an outstanding evaluation in order to avoid conflict. As one can imagine this doesn't create the most motivating work environment.
In summary the One Minute Manager states that managers should: 1) set one minute goals with people to make sure they know what are being held accountable for and what performance is expected, 2) try to catch them doing something good and give them immediately praise, and 3) if they have the skills to do something right and they don't, then reprimand them.
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Marti Sharkey (MSL quote), USA
<2006-12-25 00:00>
This book provides a concise, easy-to-read overview of the basic principles of behavioral psychology. The book concentrates on three basic principles: goal setting, praising, and reprimands; however, the key point to all three of these being effective is clear communication and understanding between the manager and the employee.
The one-minute goal setting is an effective tool in any setting. The authors recommend writing down the goals of any project or employee responsibility on one sheet of paper in 250 words or less, with a copy provided for review to both the manager and the employee for occasional review. This is contracting with the employee for the desired results and has been shown to be quite effective in several behavioral psychology clinical trials.
The one-minute praisings also work across disciplines. Providing brief, positive, immediate feedback reinforces the desired behavior. Again, clinical trials have proven this to be effective. The authors do a good job of reminding managers to actually do this and to do it in a timely manner. Studies have also shown that the longer the time delay between the desired behavior and the positive reinforcement dilutes the effectiveness of the reinforcement. The authors could have done a better job reinforcing the point that managers must be present to observe the desired behavior.
The one-minute reprimands work similarly as the one-minute praisings and, again, must be tied temporally to the undesired behavior in order to have the greatest effect. Here, again, the authors could have done a better job reinforcing that the managers must be present to observe the undesired behavior and that the reprimands should only be used once it is clear to the manager that the employee knows the desired behavior and how to do it prior to the reprimand.
As a pediatrician, I am often trying to teach my patients' parents several of these same principles in regards to child-rearing, i.e. how to get a child to stay in bed, sitting at the dinner table and actually eating, etc. In the future, I will recommend this book to my parents along with 1-2-3 Magic: Effective Discipline for Children 2-12 by Thomas W. Phelan Ph.D., another very good behavioral psychology book.
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Scott Koon (MSL quote), USA
<2006-12-25 00:00>
The One Minute Manager is about finding the balance between being an autocratic manager who cares only about the results, and a democratic manager, who cares only about the people.
The authors use the parable of a young man on a quest to find a truly effective manager. In his search, he meets the One Minute Manager, a willing mentor who seems to have things well in control and plenty of time on his hands.
During the course of the story, the young man finds that a good manager is an honest, straight-shooter, that really cares for his people. According to his mentor, the process for ensuring this can be boiled down into three rules.
1. Make and set One Minute Goals. Keep them short, simple, and easily measured.
2. Give One Minute Praise. Try and catch your folks doing things right.
3. Give One Minute Reprimands. Do it immediately. Talk only about the incorrect behavior. Then remind them how valuable the are to the organization.
The key to using these rules is to be consistent. Rely on people to do their best. Let them know when they do. And, let them know when they don't. The result will be a work group that is individually more responsible. The reward for you is that you will have happier employees and more time for planning, organizing, etc.
Two additional notes from personal experience. First, whenever possible, praise folks where their teammates can see. Unless the staff person is adverse to public attention (in which case, praise in private), the recognition is valuable to both you and your staff. They feel good about their work and you get more productivity from them and their teammates - remember you get what you reward. Second, reprimand in private. Public humiliation is very destructive. A reprimand, no matter how well deserved or how well intentioned will be viewed as humiliation if done publicly.
I think you'll find this book an excellent addition to your library. It is a very quick read. The rules are simple to remember, and make a lot of sense. Unfortunately, they are not quite so easy to implement, but they do work. You will find the results well worth the effort.
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Dan Ross (MSL quote), USA
<2006-12-25 00:00>
There are three simple precepts, which the One Minute Manager establishes with his employees: One Minute Goal Setting, One Minute Praisings, and One Minute Reprimands. This makes the basics of the book very simple to understand. I was quite stunned to find the content extremely useful. Strangely the simplicity of the book is deceiving. This book is good for those that are looking for a quick read and who are either currently managing people or wanting to manage people.
Goal setting is all about making sure employees understand perfectly what their duties are, what is expected of them and that there are no surprises. The Praisings and Reprimands are simply managers acknowledging that the employees are doing there jobs or not and how to deal with the situation and how to convey it to the employee.
In my opinion the book is pretty good but I think everyone should read Leadership and the One Minute Manager rather than this book as Leadership is essential and it is what differentiates great companies from good ones. The key, like most books that are self-help, is to apply these principles each and every day. Catch yourself when you slip and find ways to incorporate them into your value system.
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