Under New Management

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David Burkus is assistant professor of management at the College of Business at Oral Roberts University, where he teaches courses on creativity, innovation, entrepreneurship, and organizational behavior He is the founder and editor of LDRLB, an online publication that shares insights from research on leadership, innovation, and strategy His work has been featured in Forbes, Bloomberg BusinessWee

[PDF / Epub] ☀ Under New Management  ✍ David Burkus – Hookupgoldmilf.info
  • Kindle Edition
  • 261 pages
  • Under New Management
  • David Burkus
  • English
  • 06 March 2019

10 thoughts on “Under New Management

  1. says:

    Looking for new management ideas for the 21st century If so, this book is for you Under New Management explores a number of uncommon and radical and new business management ideas, describing not only how they are currently in practice at various companies, but also how business owners and managers can apply the ideas to their own work places.The book starts with a short history of Fredrick Taylor s promotion of scientific management and the significant impact it had on business in the 20th century before noting that it became obvious as early as the 1950s that the tools of Taylorism weren t going to work in the new world of work The author then challenges readers to consider if it might be time to reexamine the management fundamentals in general practice today, and proceeds to dive into ideas around new management The radical new management ideas covered in the book include Outlaw Email Put Customers Second Lose the Standard Vacation Policy Pay People to Quit Make Salaries Transparent Ban Noncompetes Ditch Performance Appraisals Hire as a Team Write the Org Chart in Pencil Close the Open Offices Take Sabbaticals Fire the Managers Celebrate DeparturesAs a fan of the author s previous book, The Myths of Creativity, I was eager to read this and it met and exceeded all of my expectations.For each of the ideas covered in the book, the author starts with an example from a company currently employing the idea in practice, such as Netflix s famous unlimited vacation policy or Zappo s quitting bonus These examples drill into the reasons these companies have adopted these ideas in the first place, as well as the specific ways in which they re implementing them The chapters that explore these ideas also note that there are challenges associated with implementing them For instance, the idea of unlimited vacation is one that many managers would balk at, simply due to concerns of employee abuse Many of the chapters address these concerns, citing how managers and leaders in the example companies deal with the challenges inherent in adopting these new approaches Many of the companies adopting these ideas are quite well known such as Netflix, Zappos, or Virgin Group while others are less well known, but one thing these example companies all have in common is that they have seen real, tangible benefits from adopting these radical new ideas.At first glance, it might be easy to write off many of the ideas in this book as flukes that can work only in specific cases at specific companies However, the book doesn t stop with simple anecdotes In addition to anecdotes and examples, the author also cites research in the social sciences related to the ideas in this book For example, in the chapter about Netflix s unlimited vacation policy Lose the Standard Vacation Policy the author spends considerable time looking at the idea of trust a word commonly used by leaders who advocate vacation nonpolicies and its relationship to decision making and studies in neuroeconomics, an emerging field that studies human decision making through the lens of traditional economics but also through the scientific study of the brain This inclusion of related research makes the ideas in this book even compelling Beyond the anecdotes of how these ideas have been implemented, the related research provides insight into why these ideas work, and how they can work in other organizations.I think companies and organizations should consider all of the ideas in this book, but of the ideas presented in this book, I especially liked Put Customers Second, Ditch Performance Appraisals, and Take Sabbaticals I like these ideas because they are particularly focused on employee welfare and satisfaction Employees are among a company s most important stakeholders and I believe it s vital for companies to nurture and support the people who make their businesses successful.I highly recommend this book to anyone interested in management and business looking for new ideas for moving their companies and organizations into the 21st century and beyond Disclaimer I received a complimentary electronic copy of this book for being part of the book s Launch Team.

  2. says:

    This book focuses on turning several long standing business best practices right on their head It is a great reminder that just because something works , it doesn t mean it is the best option.

  3. says:

    I ve been on both sides of the management coin I ve been in management, and I ve been managed I have an idea of what works for me and what doesn t In this book, David Burkus shows that many of the management practices that were developed in the early 20th century to manage line workers don t work today Even some that have evolved over time need to change He identifies 13 items that need to change They are 1 Outlaw Email2 Put Customers Second3 Lose the Standard Vacation Policy4 Pay People to Quit5 Make Salaries Transparent6 Ban Noncompetes7 Ditch Performance Appraisals8 Hire as a Team9 Write the Org Chart in Pencil10 Close Open Offices11 Take Sabbaticals12 Fire the Managers13 Celebrate Departures.Some of these sound counterintuitive at first glance, but he makes the case, with examples of companies that have tried them, that they can actually work Some of this is not new For example, the idea of scrapping the standard vacation policy was explored in Why Work Sucks and How to Fix It The Results Only Revolution by Cali Ressler and Jody Thompson They argued, as does David Burkus, that as long as the work is done accurately and on time, it shouldn t matter if you re at your desk for a certain time each day There is some freshness to this book, though, from the use of real world examples Some of them are modified from what he thinks For example, the chapter on outlaw e mail could be retitled outlaw internal e mail If a client is emailing you something important, you d better be ready to take it Space alone prohibits me from going into detail about every chapter.One thing I wish the book had done of is to show instances where the item in the chapter title was tried, and it didn t work There is some of this, but there could be In the chapter on salaries, he discusses a company called SumAll, which has fixed, but transparent, salaries You re assigned to a salary level, and there is apparently no negotiation When I saw that, I thought of Ellen Pao, former CEO at Reddit Ms Pao came to Reddit after losing a discrimination suit against her former employer, an investment firm The jury returned the verdict in favor of the firm Ms Pao then instituted a no negotiation policy for salaries at Reddit This was your salary, take it or leave it It was supposed to take the pressure off people who didn t feel comfortable negotiating, which some studies have shown many women are Ms Pao may still have been reeling from her loss in court At any rate, the policy was universally panned, not just at Reddit, but on other social media and the regular media It probably led to her exit from Reddit I believe the policy has since been rescinded I m not sure if salaries at Reddit were disclosed within the company or not This would have been a good example for the book.The author does emphasize flexibility There is no one size fits all solution For example, I m a CPA who does taxes The policy on vacations would have to be modified January 1 April 15, no extended vacations other than medical or death in the family The rest of the year, the schedule is much flexible That s what I like about this book It doesn t attempt to impose a solution it suggests a solution, and leaves it to the individual companies to implement it, realizing that it may not work for everyone All in all, a good book.

  4. says:

    New ideas no schedule for work hours or vacations let employees manage their budget in the company s best interest open offices with private spaces complete transparency on wages timely on the spot constructive feedback, focused on goals and cooperation, rather than annual performance reviews.

  5. says:

    I have spent most of my career in the banking world Professional, rigid, rule abiding, and corporate I tried to work at smaller banks to avoid the corporate ways and games Some things have changed over my 20 year banking career just not enough Today I work in an open office atmosphere, email rules the day, and there is a bigger focus on team It just isn t quite enough Under New Management How Leading Organizations are Upending Business as Usual by David Burkus represents my corporate dream David examines new methods to manage and lead people He pushes aside the traditional management tools and throws out some innovative ideas that are fresh, new, and probably pretty controversial to conventional managers The thing is, some companies are very successful using some of the new ideas that Burkus shares What will it take for to jump on the bandwagon David challenges us reexamine our current ways As a manager, I ate this book up page by page I love new styles that focus on people and this book delivers Life is fast paced today and some managers refuse to be innovative and challenge the status quo Is that you Under new Management focuses on 13 chapters each outlining a new idea, concept or way of thinking Some of them will make you uncomfortable and saying No Way Others may have you ready to jump out of your chair chanting Yes Yes The old ways of managing just don t work any and it s time make change and impact the world.Let s dive into some new ideas from David Burkus Here are 13 of them for you to discover in Under New Management Outlaw Email The book starts with a shocker Outlaw email Email can be very distracting and pulls us away like a delicate piece of chocolate We hear and see them roll in all day They interrupt us, stress us out, make us feel like are missing something if we don t respond immediately I worked in an office where I swear there was a contest going on as to who answered emails first I always lost Emails pollute the work environment, keep people from communicating, and freak us out Some companies are eliminating emails or at least limiting the hours it can be used Sound radical It is, but it may just work Put Customers Second Wow I loved this chapter By putting people first you will have happier customers and improved performance Invest in what is important people and the chips will fall into place Make managers accountable to your first line people and watch satisfaction and productivity skyrocket Lose The Standard Vacation Policy I love this idea because it empowers people and makes them responsible Companies like Netflix have seen increased freedom and trust which translates into higher productivity I love this idea for me however, I m not so sure that all employees are ready for this novel idea Pay People to Quit Zappos pays people to quit Yup, quit If you hire in and want to leave after 3 weeks you receive 4000 to do so No strings In the end this offer keeps great employees who want to be a part of the culture and they are engaged with a higher self worth Better to cut sunk costs early rather than later Make Salaries Transparent Some companies have instituted policies where everyone knows what their coworkers make They claim that it is efficient and actually increases productivity The secrecy is gone and after awhile people stop being interested in what others make Ban NonCompetes So many of us have been hand tied by noncompete agreements They ultimately hamper true competition and fail to motivate people Clients and employees will follow those that they trust and admire a noncompete won t stop that process Ditch Performance Appraisals This is one of my favorites As a manager I have always hated the traditional review process and hate getting them today They are aged and out of touch, I was cheering for this idea Let s have check ins, ongoing coaching and development, and bring morale up Stop rating people on curves and dehumanizing your team Hire as a Team I love this idea and have always tried to make hiring decisions based on a team decision process The team owns their projects and productivity They need to choose the talent and enhance collaboration Write the Org Chart in Pencil This is a novel approach Rather than building teams in traditional roles, build a team around projects and change things up when a project wraps up It s flexible, fluid, and talent is shared Why not Open Offices Shut Employees Down Here Here This is another idea that I cheer on I love hustle and bustle as well as my teammates but open offices are distracting I don t want to hear about everyone s woes or their rough party last night Studies show that open offices worsen relationships, are too loud and distracting, lower job performance, and plain annoy people There is a better way and leaders need to own up to change Take Sabbaticals This is a refreshing idea Initially my reaction was negative It could never work Then I really thought about what David wrote and changed my mind Granted sabbaticals won t work with every industry however, rejuvenation, new ideas, cross training, and less stress won me over Fire the Managers Since I am a manager, this wasn t my favorite idea However, it grew on me the that David explained the idea and shared examples where it is effective This idea is probably best employed in a smaller company and offers autonomy, better work control, loyalty, and shared leadership Celebrate departures I have always rejoiced for people who left my teams for better opportunities Good companies do the same and form networks to reunite people and keep alumni ties I worked for a smaller bank and we have an alumni group with occasional reunions Although most of us are gone due to a merger, we remain close and will always have a special bond Reading Under New Management was a delight and I almost read it without putting it down This book fed my management dreams and really convinced me to take a second look at some new ideas that I originally scoffed at The old ways are hindering our competitiveness and stifling people and innovation We all have a responsibility to challenge ourselves and our people to do better, be better, and grow better Happy reading

  6. says:

    Every once in a while there is a book that gets you to question norms and rethink some of the actions that we take for granted as best practices A few years ago, I had the pleasure of meeting author David Burkus in a workshop that explored the Myths of Creativity, his first book, and was hooked on the out of the box thinking that David was bringing to challenge assumptions we hold in business Since them, I ve been a fan of his leadership radio podcasts and articles and today I m excited to be reading his new book, Under New Management.Under New Management has me rethinking many of today s norms in business leadership Through his new book, David uses research, case studies and exploration into a wide range of organizations and industries and turns commonly practiced and ingrained cultural leadership practices on their heads and examines the unintended and often negative consequences that many create His goal To reinvent how we think about management and ultimately how companies are managed As a leadership coach, I often reflect on and get curious about many of the management processes that businesses use to create engagement and accountability, help people be productive and efficient, and ultimately reach their organizational goals Most of the practices he explores we take for granted and don t consider beyond how its done I appreciate David offering insight into the history of how many of our common management practices came to be and the variety of case studies he offers to explore what works and what doesn t His case studies range from well known organizations like Zappos, Netflicks and McKinsey but also lesser known successful organizations He doesn t just rely on history and theory either he gives practical application for how you might apply these new ideas to your organization and recognizes that what works for one might not work in the same application for your company While the concepts he explores range from outlawing email and putting employees first to paying people to quit, making salaries transparent and closing open offices might seem radical and against the status quo of best practices, he gives real insight and research into why you might want to rethink these practices.To add the icing on the cake, not only is Under New Management filled with insightful, practical and tactical information, David Burkus has a gift of using story to help engage you and make this a leadership book that s an enjoyable and engaging read you ll want to pass on to everyone on your leadership team If you want to explore new thinking and learn to implement new ways of enhancing productivity and morale, read Under New Management.

  7. says:

    Overall Fun book to read I m actually thinking about reading it again or picking it up in a few months before I start a new leadership position Either way I highly recommend this book and I ll be looking to read other titles from David Burkus.I ve worked in the stereotypical factory where traditions ruled and it was always too hard to change This book has inspired me to take a run at the windmill and help gain some traction to get hopefully one worker engaged Shoot maybe just my organization to try something new I really appreciated the chapters on Email reduction, Vacation time, Hiring practices, Flexible Org charts, Sabbaticals, Self management, and taking care of the organizations alumni All the stories and data points didn t work out perfect or in the way the researchers hoped open office examples but these test organizations over a very broad spectrum of companies were willing to fail forward and keep working on the problem issue and get to an overall better outcome for the company.This book really got me thinking Not everything in this book applies to my organization but it was close enough to help me start thinking about how I could pitch an idea to make the place a little better than when I got it The research and scholarly feel to the writing made the points sink in really well I d recommend this book for anyone who thinks their organizational culture reflects something out of the 1950s and needs a little shot in the arm.

  8. says:

    Trust, Transparency, and Triumph Disruptive business for the 21st centuryI had the privilege of reading a pre release copy of the book, and I really liked it David Burkus has laid out research based ideas that can seem radical, and even impossible, at first glance, but he has drawn on the success of businesses small and large, polling, and research to lay out the beginning steps to real change for the good The book asks its readers to think about a business world where trust and transparency top the values list of management With the proven success of organizations around the world to back him up, David Burkus convincingly presents ways to put employee success first, to increase employee engagement and wellbeing, so that employees, the business, and its customers all win big With chapters that discuss radical ideas like banning email and unlimited vacation, the book certainly has its shock value, but the way these and other ideas are explained and backed up with real world examples, it all stops seeming so extreme and begins feeling like exactly the way business should be Burkus openly admits that not every idea he presents will be right for every business and that there is much to consider than one book can present, but even if all this book does is get you thinking about change in a positive light, it will have been well worth your time to read.

  9. says:

    I do not often find a book that is as easy to award Five Stars to as David Burkus latest title.The author is an articulate and clear headed visionary leadersip and management change professional His analysis of how we have been and how we should be is spot on and very nicely stated The main point is made clearly and reinforced with a number of examples from the real world workplace that most of us can understand and appreciate.Dirty LIttle Secret Burkus is saying the same thing many of us have been saying, both generally and specifically, for decades This is not some new and exotic view of how we ought to work together, but a cleverly stated and comprehensive analysis of some of the most important issues for businesses and those who would lead them have to address if we are to move forward.Disclaimer If you are happy with the way management, business, and employment is for most of us right now, this book is not for you It preaches revolution and that message only goes well with those who can envision a better way into the future.If you think we can do better, do yourself a favor and read this book then share it with others who dream of a effective and humane workplace Then do something to help us all get there see you on the barricades.

  10. says:

    This author provides 13 easy to digest chapters, each one highlighting an innovative business management principle He also provides history stats for context, solid reasoning for each one s importance, and examples of companies practicing the principle My favorite ideas that made me cheer Ditch Performance Appraisals Put Customers Second Celebrate Departures Fire the Managers Hire as a Team Take Sabbaticals.I strongly believe even just ONE of these principles could go a long way in building morale, value, and job satisfaction And I ve already made a note to myself to talk to upper management at my place of work to ask about ditching the yearly performance appraisal.

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