High Output ManagementIn this legendary business book and Silicon Valley staple, the former chairman and CEO of Intel shares his perspective on how to build and run a company. A practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work. The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. Born of Grove’s experiences at one of America’s leading technology companies (as CEO and employee number three at Intel), High Output Management is equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance. "Generous enough with advice and observations to be required reading." —The Wall Street Journal |
Contents
Delivering | 3 |
Managing the Breakfast Factory | 15 |
Managerial Leverage | 39 |
MeetingsThe Medium of Managerial Work | 71 |
Decisions Decisions | 88 |
Todays Actions for Tomorrows | 102 |
The Sports Analogy | 157 |
TaskRelevant Maturity | 172 |
Manager as Judge | 181 |
Two Difficult Tasks | 203 |
Compensation as TaskRelevant Feedback | 213 |
Why Training Is the Bosss Job | 221 |
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Common terms and phrases
accept activity answer apply basic become better breakfast build called common consider corporate cost course decided decision decision-making deliver discussion division effective employees engineer environment example experience fact factory feel Finally forecast give given happens important improve increase indicators individual Intel issues keep knowledge less leverage look manager managerial manufacturing material matter means measure meeting ment middle monitoring motivation move objectives one-on-one operation organization output percent performance person planning plant position prepare present principle problem production projects questions reporting requirements responsible result role scheduled simple specific step style subordinate supervisor talk task things tion understand unit values