Do open floor plans really work? Are there companies that put their employees' welfare first, and their clients second? Read more...
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.
- ISBN-13: 9780544630970
- ISBN-10: 0544630971
- Publisher: Houghton Mifflin Harcourt
- Publish Date: March 2016
- Page Count: 243
- Dimensions: 1 x 5.75 x 8.25 inches
- Shipping Weight: 0.8 pounds
Publishers Weekly® Reviews
- Reviewed in: Publishers Weekly, page .
- Review Date: 2016-03-28
- Reviewer: Staff
In this thought-provoking business book, Burkus, an associate professor of management at Oral Roberts University, asserts that many historical management practices are no longer relevant in today's workplace. In easily readable chapters, he challenges conventional thinking and offers "redesigned management tools," writing that they may "seem odd compared to business as usual, but the truth is that business isn't usual anymore." Burkus outlines the techniques some companies have introduced to lower stress and increase productivity, such as eliminating internal email, prioritizing employees over customers, allowing unlimited vacation time and employee-designed workspaces, and even doing away with bosses. He adds credibility to his suggestions with examples of leading companies such as Netflix, Starbucks, and Wegmans that have embraced management innovation. Berkus admits that the practices and policies profiled here won't work for everyone, but he intends the book's case studies to provide "validation for leaders everywhere to start experimenting." Managers looking for ways to engage their workforces and improve productivity will find Burkus's work a helpful guide. (Mar.)