Good Boss, Bad Boss How to Be the Best … and Learn from the Worst pdf kindle caj 下载 azw3 umd 电子版 夸克云

Would your emp;puees-if given the choice-eve***ant to work for you again？

PREFACE:FROM ASSHOLES TO BOSSES

I.Setting the Stage

II.What the Best Bosses do

III.The Ups***

Robert Sutton is Professor of Management Science and Engineering in the Stanford Engineering School. THE NO ASSHOLE RULE won a Quill Award as the Best Business Book of the Year in 2007.

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书籍介绍

Now with a new chapte***hich focuses on what it is that great bosses really do. Dr. Sutton reveals new insights that he's learned since the writing of Good Boss, Bad Boss. Sutton adds revelatory thoughts about such legendary bosses as Ed Catmull, Steve Jobs, A.G. Lafley, and many more, and how you can implement their techniques.

If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversati*** that Dr. Sutton experienced after publishing his blockbuster bestseller The No Ass*** Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They ***ired to become (o***ork for) an all-around great boss, somebody with the skill and grit to inspire superio***ork, commitment, and dignity among their charges.

As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse less*** and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers (and superiors, peers, and customers too) react to what they say and do . The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.