New Releases by Robert I. Sutton

Attention, tout patron est un petit chef en puissance... Qu''il soit à la tête d''une multinationale, d''un cabinet d''avocats, d''une équipe soignante ou même d''un orchestre symphonique, un chef n''est pas toujours un Vrai patron. Peut-être au contraire est-il sans le savoir un PETIT CHEF arrogant et égocentrique, qui pourrit la vie de ses subordonnés et plombe, par la même occasion, la performance de son organisation... La réussite d''un chef obéit a des règles. Elle dépend ainsi de sa relation avec ses plus proches collaborateurs, ceux qui scrutent ses moindres faits et gestes, attendent de lui qu''il les respecte tout en maintenant la discipline, qu''il suscite leur engagement sans brusquer leur envie de s''investir. Il sait concilier performance et humanité... sans céder aux sirènes du CSC (Chef-Sale Con) qui se niche en chacun de nous. Petit chef ou vrai patron 7 est tout sauf un livre de management aride et théorique. Sans prétendre fournir de recette infaillible, Sutton nous fait toucher du doigt ce qu''est un vrai patron, sachant mettre son succès personnel au service de son équipe et de son organisation.

Adviezen aan managers en leidinggevenden voor het voorkomen en bestrijden van intimiderend gedrag op de werkvloer.

The definitive guide to working with -- and surviving -- bullies, creeps, jerks, tyrants, tormentors, despots, backstabbers, egomaniacs, and all the other assholes who do their best to destroy you at work. "What an asshole!" How many times have you said that about someone at work? You''re not alone! In this groundbreaking book, Stanford University professor Robert I. Sutton builds on his acclaimed Harvard Business Review article to show you the best ways to deal with assholes...and why they can be so destructive to your company. Practical, compassionate, and in places downright funny, this guide offers: Strategies on how to pinpoint and eliminate negative influences for good Illuminating case histories from major organizations A self-diagnostic test and a program to identify and keep your own "inner jerk" from coming out The No Asshole Rule is a New York Times, Wall Street Journal, USA Today and Business Week bestseller.

En este libro, Jeffrey Pfeffer y Robert I. Sutton le ayudarán a desarrollar una eficaz labor en su empresa, dejando a un lado viejas normas que quizás no le han funcionado del todo. No se limite a copiar estrategias que a otros le han dado buenos resultad

The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life – and shows how to finally turn this common sense into common practice.

En el ámbito de los negocios ya se ha comprendido la importancia del aprendizaje, el capital intelectual, la capacitación. Pero con frecuencia existe una fractura entre el saber y el hacer. Jeffrey Pfeffer y Robert I. Sutton, Prestigiosos, autores y educadores, identifican claro: sólo las empresas que aplican el conocimiento a la acción son las que eluden "la trampa de la inteligencia meramente verbal". Ilustrando con el análisis de decenas de firmas, este libro es una guía realista y útil para mejorar el desempeño de las compañías de hoy. Jeffrey Pfeffer es profesor de la cátedra Thomas D. Dee de Conducta Organizativa en la Escuela de Estudios Superiores de Administración de Empresas de Stanford University. Es autor de The Human Equation, New Directions for Organization Theory, Managing with Power y Power in Organizations, entre otros libros. Ha publicado también más de un centenar de artículos en revistas especializadas y compilaciones. Robert I. Sutton es profesor de Comportamiento Organizativo en la Escuela de Ingeniería de Stanford University, donde además se desempeña como codirector del Centro del Trabajo, la Tecnología y la Organización, y como director de investigaciones del programa Stanford Technology Ventures. Ha sido redactor o miembro del consejo editorial de numerosas publicaciones especializadas, y en la actualidad es codirector de Research in Organizational Behavior. Ha publicado más de sesenta artículos en revistas y compilaciones sobre investigación y teoría aplicada.

Sutton is a sought-after consultant, speaker and Stanford professor. This book brings together 11 of his proven, counter intuitive ideas that work, from hiring people that make employers squirm to encouraging projects likely to fail.

This volume focuses on the organizational dynamics involved in knowledge management; this mix of breakthrough articles should help managers understand how people can effectively communicate, share knowledge, and learn.

Why are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they''ve worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today''s business.