Under New Management: How Leading Organizations Are Upending Business As Usual - Hardcover

Burkus, David

3.92

463 ratings by Goodreads

9780544630970: Under New Management: How Leading Organizations Are Upending Business As Usual

Hardcover

ISBN 10: 0544630971 ISBN 13: 9780544630970

Publisher: Mariner Books, 2016

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A provocative work that challenges the traditional and widely accepted principles of business management — and proves that they are outdated, outmoded, or simply don’t work

Do open floor plans really work? Are there companies that put their employees’ welfare first, and their clients second? Are annual performance reviews necessary? Dr. David Burkus is a highly regarded and increasingly influential business school professor who challenges many of the established principles of business management. Drawing on decades of research, Burkus has found that not only are many of our fundamental management practices wrong and misguided, but they can be downright counterproductive. These days, the best companies are breaking the old rules. At some companies, e-mail is now restricted to certain hours, so that employees can work without distraction. Netflix no longer has a standard vacation policy of two to three weeks, but instructs employees to take time off when they feel they need it. And at Valve Software, there are no managers; the employees govern themselves. The revolutionary insights Burkus reveals here will convince companies to leave behind decades-old management practices and implement new ways to enhance productivity and morale.

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From the Back Cover:

IS YOUR COMPANY READY TO BE PLACED . . . UNDER NEW MANAGEMENT?

“Is your company ready for a radical departure from twentieth-century management standards and a bold new approach? In Under New Management, David Burkus has collected the stories of dozens of companies that are making this journey. They’re standing the old rules on their heads and running their businesses with refreshing amounts of transparency and autonomy. Even better, Burkus shows how you can do it too.”— Daniel H. Pink, author of Drive and To Sell Is Human

“I can’t stop raving about Under New Management to friends and colleagues. If you are going to read one book on being a better manager in the next year, start here. David Burkus has assembled the most practical research and provocative ideas into an incredibly quick read.” —Tom Rath, best-selling author of StrengthsFinder 2.0

“In Under New Management, Burkus hauls twentieth-century management ideas to the scrap heap while revealing counterintuitive practices that will drive organizational performance in the back half of the twenty-first century. And like any good manager, he under-promises and over-delivers. Under New Management is a lively, provocative must-read.” — Whitney Johnson, Thinkers50, World’s Most Influential Management Thinkers, and author of Disrupt Yourself: Putting the Power of Disruptive Innovation to Work

“David Burkus challenges established management principles and reveals the counterintuitive practices that really drive organizational performance. Under New Management makes a provocative case that you should put customers second, close open offices, and ditch performance appraisals.” — Adam Grant, Wharton professor and New York Times best-selling author of Give and Take and Originals

From the Inside Flap:

A provocative work that challenges the traditional and widely accepted principles of business management—and proves that many of them are outdated, outmoded, or simply don’t work anymore.

Should employees know each other’s salaries?

Do open floor plans really work? Or is it all just about saving money?

Are there companies that truly put their employees’ welfare first . . . and their clients second?

Are annual performance reviews really necessary?

In Under New Management, Dr. David Burkus, a highly regarded and increasingly influential business school professor, challenges many of the established principles of everyday business practices. Drawing upon the latest research in the field, Burkus has found that not only are many of our fundamental management practices wrong and misguided, but even worse, they can be downright counterproductive.

These days, the best companies are breaking the old and tired rules. For example, in some firms, e-mail is now restricted to only certain hours, so that employees can work without distraction. Netflix no longer has a standard vacation policy of two to three weeks, but instructs employees to take time off when they feel they need it. And at Valve Software, there are no managers; the employees govern themselves. And this is just the beginning.
The revolutionary insights Burkus reveals here will convince companies to leave behind decades-old stale management approaches and to implement new ways that will thoroughly enhance employee productivity and morale.

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