It’s Okay to Be the Boss： The Step-by-Step Guide to Becoming the Manager Your Employees Need你也能当老板！ 在线下载 pdf mobi 2025 epub 电子版

Tulgan, author and expert on Generation X workers (born between 1965 and 1977), considers what he calls the epidemic of "undermanagement" in corporate America--or, the failure of managers to take daily charge of the work environment and tell employees what to do and how to do it. He identifies seven big management myths, including there not being enough time to manage people; that to be fair, everyone should be treated the same; and the desire of managers to be "nice guys." Today's change in corporate culture from long-term employees working their way up the ranks to short-term workers in flattened organizations reporting to project managers who "empower" them leads to failure, because employees are not really free and managers are not trained. The author decries managers' lack of guidance, direction, feedback, and employee support, and he responds in this book with hands-on management advice that he clearly differentiates from micromanagement.

The Undermanagement Epidemic

Get in the Habit of Managing Every Day

Learn to Talk Like a Performance Coach

Take It One Person at a Time

Make Accountability a Real Process

Tell People What to Do and How to Do It

Track Performance Every Step of the Way

Solve Small Problems before They

Turn into Big Problems

Do More for Some People and Less

for Others

Start Here

Acknowledgments

Index

About the Author

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：It’s Okay to Be the Boss： The Step-by-Step Guide to Becoming the Manager Your Employees Need你也能当老板！在线阅读

在线听书地址：It’s Okay to Be the Boss： The Step-by-Step Guide to Becoming the Manager Your Employees Need你也能当老板！在线收听

在线购买地址：It’s Okay to Be the Boss： The Step-by-Step Guide to Becoming the Manager Your Employees Need你也能当老板！在线购买

暂无原文赏析，正在全力查找中！

书籍介绍

Every manager in America seems to be terrified of being labeled a micromanager. he or she is contributing the epidemic spread of under–management. In this call–to–arms, consultant and speaker Bruce Tulgan puts his finger on biggest problem in corporate America: no one wants to be the boss. No one wants to take responsibility and tell their employees what to do and how to do. More important, no one wants to follow up and make sure that assignments were done and done right.

Making a clear distinction between managers who interfere with the work at hand and managers who are simply afraid to take charge by setting clear goals and evaluating work, Tulgan opens our eyes to the undisciplined workplace that is frustrating workers at every level. Giving a clear path to becoming a strong manager, Tulgan will empower you to be the boss. But first you have to accept the responsibility and learn how to manage yourself.

Tulgan, author and expert on Generation X workers (born between 1965 and 1977), considers what he calls the epidemic of "undermanagement" in corporate America--or, the failure of managers to take daily charge of the work environment and tell employees what to do and how to do it. He identifies seven big management myths, including there not being enough time to manage people; that to be fair, everyone should be treated the same; and the desire of managers to be "nice guys." Today's change in corporate culture from long-term employees working their way up the ranks to short-term workers in flattened organizations reporting to project managers who "empower" them leads to failure, because employees are not really free and managers are not trained. The author decries managers' lack of guidance, direction, feedback, and employee support, and he responds in this book with hands-on management advice that he clearly differentiates from micromanagement. The author tells us, "Taking the first step toward effective managing takes discipline and guts." An excellent book.

　　　　　　　　　　　　　　　　　　　　　　　　　　　　Mary Whaley

length: (cm)21.1 　　　 　　　　　 　　　　　 width:(cm)13.2

• 作者：世界和平 发布时间：2022-01-29 09:35:29

  市场营销类读的最好读的一本书了

• 作者：LC 发布时间：2013-11-04 20:47:28

  基本没有信息量。。。泛泛之谈

• 作者：Lyle 发布时间：2019-09-30 16:09:49

  扎实的科研工作

• 作者：恶魔牌 发布时间：2022-11-30 23:04:29

  更多的是在讲道 整体理念有些类似中医

• 作者：Marcovaldo 发布时间：2023-12-24 20:54:08

  “如果没有战争，像你我一样哭泣的普通人，就是战争。”

• 作者：NuurJannah 发布时间：2021-10-04 16:30:31

  一直挺喜欢俄罗斯小说，读起来有种很深邃的感觉，虽然有些表面看来很肤浅。不知道我的理解是否准确，总觉得俄罗斯民族身上有种很深切的悲哀，尽管他们看起来总是放声歌唱一副没心没肺的样子。

  这本书集合了俄罗斯当代作家的短篇小说，作者大多是80后作家，写的都是当代故事，读起来就跟发生在隔壁街区一样的感觉，只是姑娘名字换成了卡秋莎，男人不是张三而是尼古拉。

  本书里最爱两个故事，《草坪上的两个广告牌》《混凝土》，关于良心和梦想。当混凝土浇灌了自己生活了一辈子的空间，当往事瞬间都凝固在一大块坚硬的混凝土块，他大概终于练成了自己的穿墙术吧……

• 以小米为个案解析“互联网+”

  作者：無负今日 发布时间：2015-08-06 09:53:55

  刊发于《图书馆报》

   

     李克强总理高瞻远瞩、因势利导，在今年两会上提出了“互联网+”并使之上升为国家战略，之后这个概念以迅雷不及掩耳之势形成浪潮。然而正如韩寒所云，潮流是只能等，而不能追的。这两个多月来，有关“互联网+”的文章铺天盖地，当当等三大图书网站上以“互联网+”为名的书至少新增了7本（其中5本书的作者是两人或团队，明显是为了赶进度）。但就质量而言，参差不齐，深度上也大都停留在了概念介绍的浅层次。不过这些书中却有一本格外值得关注，那就是《互联网+：小米案例版》，其作者刘润先生属于那种在“互联网+”之前坐等潮流而至的人。早在2014年7月，他就出版《传统企业，互联网在踢门》一书，在国内首次提出“互联网加减法”，高效地为传统企业互联网化提供了战略指导。这本新作《互联网+：小米案例版》，正是在既有理论的基础上，以小米公司为个案，对“互联网+”进行了深度解析。

     “互联网+”是一个很宽泛、很抽象的概念，宽泛到既是一种世界观，又是一种方法论，而且目前的语言科学还没有发达到将其解释清楚的程度。故而理解这一概念，最有效的方式就是选取最具代表性的个案，边解剖、边领悟。雷军通过践行“专注、极致、口碑、快”这互联网7字箴言，让小米在短短5年内从0做到了743亿，成为“互联网+”名副其实的标杆企业。所以选取小米为个案深入研究，足见刘先生眼光之精到。事实上，刘先生也确实做到了将小米深入细致剖析，整本书基本上囊括了雷军从创办小米前夜的深思熟虑、谋定后动，初创时期利用粉丝体验来促进极致创业，到百亿级后的不断创新。通过描述小米的进化史，刘先生向读者展示了“互联网+”中的生存与致胜之道。

      雷军是一个魅力型明星企业家，几乎就是小米的代名词，他的光芒掩盖了他背后强大的团队。《互联网+：小米案例版》这本书的一大亮点，就是尽量淡化了雷军，而将其背后的团队乃至投资人推向了前台，使读者能够从一个更高的站位来全面审视小米。比如，刘先生通过采访小米的联合创始人林斌、黎万强，向我们解析了小米“关注趋势演变、根据大势布局，然后找最优秀的人合伙创业”“口碑营销”等创业方法论；通过与小米投资人、晨兴资本总经理刘芹的交流，向我们细致描绘了雷军的用人观，小米在寻找硬件团队过程中遭遇的痛苦，以及雷军对资本巧妙的运用；甚至将采访对象延伸到小米之家的店长以及员工，通过与他们的闲聊，展示小米员工以及粉丝们浓厚的“参与感”...凡此种种，一方面印证了雷军平日那些经典演讲中的观点，一方面也描绘出了雷军身边人眼中的小米。

  作为一本战略指导书，实然描述固然重要，但教会读者“如何去做”是本书更重要的使命。刘先生基于对“互联网+”时代特征的分析，为企业应对未来、进行战略布局提供了两条建设性路线。一是以“互联网+”实现跨界，大举建设生态系。基于很快到来的“万物互联”，行业边界变得模糊，因此要跨界组建生态系，如小米的智能家居布局，当然了，这条路显然是指给龙头级企业的，但个人以为，中小企业可以在巨无霸企业的生态布局中寻找定位、获取利润。二是借助“互联网+”，做全球小而美的企业。通过生产独到极致的产品，实现单点突破，获取可观利润，就好像小米的“爆扁爽”：做爆品，企业结构扁平化，让员工和客户感到爽。尤其是“爆品战略”，是很值得想在商业新形态下有所作为的创业企业借鉴的。当然，这两条路线绝非仅有或最佳，对于我们而言，从众获得启示从而找出最适合自己的路线，才是最重要的。

   

• 一点心得体会

  作者：bbq 发布时间：2009-12-27 18:47:35