Summary of Why Can't We Get Anything Done Around Here?
The Smart Manager's Guide to Executing the Work that Delivers Results
© 2004 McGraw-Hill
Have you managed yourself into a productivity jam? Check your assignments. Do people like their tasks? If not, fix that.
Do you feel that your employees just don’t grapple with the tasks at hand? Take heart. This handbook offers one way to solve one of the major conundrums of modern management: how do we get things done? Authors Robert E. Lefton and Jerome T. Loeb focus on a productivity-oriented Task Management Model that requires managers to categorize employees along a spectrum of capabilities, including which jobs they like best and do well. Then, the model helps managers understand their own leadership styles and assign the right tasks to the right people to increase efficiency. The book cites examples of its model in use, but it is short on analysis, insights and detailed cases. However, getAbstract.com thinks it would be useful to managers and human resources professionals in large organizations who need a quick way to categorize staff members in hopes of improving productivity.
In this summary, you will learn
- How management errors prevent tasks from being completed
- How the Task Management Model can help resolve these errors
- How crises can provide lessons which improve management skills and increase productivity
About the Authors
Robert E. Lefton is the co-founder, president and CEO of Psychological Associates, a management and organizational consulting firm serving many Fortune 500 corporations. Jerome T. Loeb is the former chairman of the board of The May Department Stores Company. He is currently an adjunct professor of marketing at the Olin School of Business, at Washington University in St. Louis.
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