What Were They Thinking?

Unconventional Wisdom About Management

By: Jeffrey Pfeffer

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Hardcover | 1 July 2007

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Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success.

Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that challenges conventional wisdom while providing data and insights to help companies make smarter decisions. The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, it’s good organizational advice, delivered by Dr. Pfeffer himself.

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Non-Fiction Business & Management Organisational Theory & Behaviour Management & Management Techniques Management of Specific Areas Personnel & Human Resources Management Leadership & Motivation for Management Management Decision Making

What Were They Thinking?: Avoiding Common Management Mistakes	p. 1
People-Centered Strategies
The Face of Your Business: It's People, Not Software, That Build Customer Relationships	p. 13
Making Companies More Like Communities	p. 19
A Blueprint for Success: Spend More on Training	p. 25
How Companies Get Smarter: Taking Chances and Making Mistakes	p. 32
Why Employees Should Lead Themselves	p. 39
Creating Effective Workplaces
Stop Picking Employees' Pockets: It Seldom Fixes Anything	p. 49
Let Workers Work: The Downsides of Having People Manage Their Own Benefits	p. 56
Why Spy on Your Employees?: Building Trust in the Workplace	p. 62
All Work, No Play?: Maybe Long Hours Don't Pay	p. 68
Sins of Commission: Be Careful What You Pay For, You May Get It	p. 74
More Mr. Nice Guy: Why Cutting Benefits Is a Bad Idea	p. 81
Resumes Don't Tell: Pick People for What They Can Do, Not What They May Have Done	p. 87
Power Play: Rethinking Leadership and Influence
The Courage to Rise Above: Don't Be Afraid to Stand Out	p. 95
Executive-in-Chief: The Importance of Framing and Repetition	p. 102
How to Turn On the Charm: Building Influence Through Real Human Interaction for a Change	p. 109
A Field Day for Executives: The Benefits of Knowing What Your Organization Actually Does	p. 116
The Whole Truth, and Nothing But	p. 122
Refuse to Lose: Persistence Pays	p. 127
No More Excuses	p. 133
Measures of Success: Rethinking Organizational Strategy
The Real Budget Crisis: Stop Rewarding Forecasting and Negotiating Instead of Real Performance	p. 141
Shareholder Return Is the Wrong Measure of Performance	p. 147
Dare to Be Different	p. 154
Curbing the Urge to Merge	p. 160
Don't Believe the Hype About Strategy	p. 166
Facing the Nation: Organizations and Public Policy
In Praise of Organized Labor: What Unions Really Do	p. 173
What to Do-and Not Do-About Executive Pay	p. 181
Stopping Corporate Misdeeds: How We Teach the Wrong Lessons	p. 188
Notes	p. 195
Index	p. 213
Acknowledgments	p. 239
About the Author	p. 243
Table of Contents provided by Ingram. All Rights Reserved.

What Were They Thinking?

Unconventional Wisdom About Management

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How to return your order

Defective items

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