E-Myth \ 'e-, 'mith\ n 1: the entrepreneurial myth: the myth that most people who start small businesses are entrepreneurs 2: the fatal assumption that an individual who understands the technical work of a business can successfully run a business that does that technical work
Voted #1 business book by Inc. 500 CEOs.
An instant classic, this revised and updated edition of the phenomenal bestseller dispels the myths about starting your own business. Small business consultant and author Michael E. Gerber, with sharp insight gained from years of experience, points out how common assumptions, expectations, and even technical expertise can get in the way of running a successful business.
Gerber walks you through the steps in the life of a business--from entrepreneurial infancy through adolescent growing pains to the mature entrepreneurial perspective: the guiding light of all businesses that succeed--and shows how to apply the lessons of franchising to any business, whether or not it is a franchise. Most importantly, Gerber draws the vital, often overlooked distinction between working on your business and working in your business.
The E-Myth Revisited will help you grow your business in a productive, assured way.
The First and Only Complete Guide to Successfully ManagingFaith-Based Organizations Faith-Based Management Written by aleading international expert on faith-based management, this bookdescribes proven management strategies and techniques developed atsome of the world's most successful places of worship andfaith-based service organizations. It also supplies you with acomplete action plan for quickly implementing them in yourorganization. Peter Brinckerhoff begins by exploring the uniquechallenges faced by managers of faith-based organizations. He thenidentifies the seven key characteristics of a successfulfaith-based organization and provides you with clear, easy-to-follow guidelines on how to:
* Assess and examine your organization's strengths andweaknesses
* Clearly define staff roles and responsibilities
* Delegate, evaluate, discipline, and motivate paid staff
* Find, train, motivate, and hold on to top-notch volunteers
* Generate budgets and financial reports and implement financialcontrols
* Improve your leadership skills
* Conduct sophisticated, cost-effective marketing compaigns thatwork
* Create strategic, business, and marketing plans
Brinckerhoff has captured the essence of faith-based management inhis latest book. He has successfully integrated proven managementconcepts and ideas with the spiritual mission that distinguishesfaith-based organizations. A must-read for volunteers and staff.--Dana R. Todsen, ACFRE President and CEO Baptist HealthFoundation, Inc. Birmingham, Alabama Faith-Based Management is aconcise, accurate, and practical book. It will be a very helpfulresource for leaders who are trying to unite faith and mission intoday's world. --The Reverend Dr. John R. Buzza Hope PresbyterianChurch and Community Ministry Center Springfield, IllinoisFaith-Based Management offers the fourth important contribution inPeter Brinckerhoff's management series for not-for-profitexecutives. If mission, finance, and marketing are important tonot-for-profits' success, core values and beliefs are essential tothe faith-based not-for-profits' very existence. Peter once againchallenges and provokes thoughtful reflection while providing thereader with a pragmatic prescription for improving the overallmanagement of the faith-based organization. He challenges each ofus to accept full responsibility for carrying out God's work. Heshows us a way. --Reid S. Thebault President and CEO YMCA ofMetropolitan Detroit
Why is "1001 Ways to Reward Employees," with over 1.4 million copies in print, such an extraordinary bestseller? Because a little over ten years ago Bob Nelson took the seeds of an idea and turned it into something indispensable for business. The idea? That it's not a raise that motivates an employee, and it's not a promotion--what really sparks a person to perform are those intangible, unexpected gestures that signify real appreciation for a job well done.
Now, after having worked with thousands of organizations in the years since 1"1001 Ways to Reward." . . was first published, Bob Nelson presents a second edition packed with hundreds of new ideas and examples of how companies are using rewards and recognitions to boost productivity and keep their valued employees happy. Airplane mechanics are rewarded with balloons and pinwheels. Another manager calls his employees' mothers and thanks them for raising such industrious children. There are ideas from the offbeat (The Margarita Award) to the company-wide (a quiet room) to the embarrassingly simple (a hand-written thank you note) to the wacky (the Laugh-a-Day challenge) to the formal (a two-week promotion to special assistant to the president). Each section includes no-cost rewards and low-cost rewards, both public and private, making this new edition an indispensable resource for making the person/achievement/reward equation work.
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
In The Reengineering Revolution, Michael Hammer and Steven Stanton build on this foundation to share with readers their experiences in successfully implementing reengineering in companies around the world. In an easy-reading, anecdotal style, the book offers behind-the-scenes stories of reengineering successes and failures; practical techniques for key aspects of reengineering, from breaking long standing assumptions to managing change; and insights into the new ways of thinking that reengineering requires.
Just as Reengineering the Corporation shot to the top of the bestseller charts, so has The Reengineering Revolution. It is the practical guide for which business people have been waiting to help them achieve the dramatic improvements -- in speed, productivity, quality, service and profits -- that reengineering promises.
For more than twenty years, millions of managers in Fortune 500 companies and small businesses nationwide have followed The One Minute Manager's techniques, thus increasing their productivity, job satisfaction, and personal prosperity. These very real results were achieved through learning the management techniques that spell profitability for the organization and its employees.
The One Minute Manager is a concise, easily read story that reveals three very practical secrets: One Minute Goals, One Minute Praisings, and One Minute Reprimands.
The book also presents several studies in medicine and the behavioral sciences that clearly explain why these apparently simple methods work so well with so many people. By the book's end you will know how to apply them to your own situation and enjoy the benefits.
That's why The One Minute Manager has continued to appear on business bestseller lists for more than two decades, and has become an international sensation.
A consultant challenges professionals to closely examine the meaning of their work and to reach beyond their grasp, and advises professional institutions that they should invest in skill building.
- Taking charge of the personal side of your job to manage stress, avoid burn-out, cope with office politics, and plan for successful career advancement
- Improving your decision-making capabilities with techniques for intrapreneuring, analyzing problems, and developing creative solutions
- Changing complaints and conflict into cooperation and employee consensus
- Setting up a four-point program for handling such sensitive personnel problems as chronic absenteeism, low productivity, and substance abuse, among many others
- Planning and developing cost-reduction strategies and programs of excellence for training supervisors
Creativity is crucial to business success. But too often, even the most innovative organization quickly becomes a giant hairball--a tangled, impenetrable mass of rules, traditions, and systems, all based on what worked in the past--that exercises an inexorable pull into mediocrity. Gordon McKenzie worked at Hallmark Cards for thirty years, many of which he spent inspiring his colleagues to slip the bonds of Corporate Normalcy and rise to orbit--to a mode of dreaming, daring and doing above and beyond the rubber-stamp confines of the administrative mind-set. In his deeply funny book, exuberantly illustrated in full color, he shares the story of his own professional evolution, together with lessons on awakening and fostering creative genius.
Originally self-published and already a business cult classic, this personally empowering and entertaining look at the intersection between human creativity and the bottom line is now widely available to bookstores. It will be a must-read for any manager looking for new ways to invigorate employees, and any professional who wants to achieve his or her best, most self-expressive, most creative and fulfilling work.