Managing for Happiness: Games, Tools, and Practices to Motivate Any Team ペーパーバック – イラスト付き, 2016/6/27
Managing for Happiness offers a complete set of practices for more effective management that makes work fun. Work and fun are not polar opposites; they're two sides of the same coin, and making the workplace a pleasant place to be keeps employees motivated and keeps customers coming back for more. It's not about gimmicks or 'perks' that disrupt productivity; it's about finding the passion that drives your business, and making it contagious. This book provides tools, games, and practices that put joy into work, with practical, real-world guidance for empowering workers and delighting customers. These aren't break time exploits or downtime amusements—they're real solutions for common management problems. Define roles and responsibilities, create meaningful team metrics, and replace performance appraisals with something more useful. An organization's culture rests on the back of management, and this book shows you how to create change for the better.
Somewhere along the line, people collectively started thinking that work is work and fun is something you do on the weekends. This book shows you how to transform your organization into a place with enthusiastic Monday mornings.
- Redefine job titles and career paths
- Motivate workers and measure team performance
- Change your organization's culture
- Make management—and work—fun again
Modern organizations expect everyone to be servant leaders and systems thinkers, but nobody explains how. To survive in the 21st century, companies need to dig past the obvious and find what works. What keeps top talent? What inspires customer loyalty? The answer is great management, which inspires great employees, who then provide a great customer experience. Managing for Happiness is a practical handbook for achieving organizational greatness.
JURGEN APPELO is pioneering management to help creative organizations survive and thrive in the twenty-first century. He is the inventor of Management 3.0 workshops and CEO of the global business network Happy Melly. Inc.com has called him a Top 50 Leadership Expert, a Top 50 Leadership Innovator, and a Top 100 Great Leadership Speaker.
- 出版社 : Wiley; 第1版 (2016/6/27)
- 発売日 : 2016/6/27
- 言語 : 英語
- ペーパーバック : 304ページ
- ISBN-10 : 1119268680
- ISBN-13 : 978-1119268680
- 寸法 : 18.8 x 2.03 x 24.13 cm
- Amazon 売れ筋ランキング: - 145,037位洋書 (の売れ筋ランキングを見る洋書)
Viele der Praxis-Beispiele und Spielchen/Verfahren sind echt gut und funktionieren prima, beispielsweise das Moving Motivators Spiel oder der Feedback Wrap, den ich nunmehr fast täglich einsetze. Ein paar wenige Verfahren sehe ich eher kritisch, beispielsweise die light-Incentivierung von Mitarbeitern oder diese nervige Thank-you-for-nothing-Debatte, wo ich für meinen Geschmack zu inflationär mit Dankesagen umgehe wenn es täglich und für jeden Murks verwendet wird.
Ein bisschen geht mir auch Jurgen‘s narzisstische Ader auf den Sack - er ist schon sehr von sich selbst überzeugt und schwelgt hier und da im Eigenlob. Aber das wie gesagt nur eine persönliche Wahrnehmung.
Insgesamt auf alle Fälle ein sehr empfehlenswertes Buch mit tollen, real anwendbaren und praxistauglichen Verfahren, auf die ich im Alltag als Coach und Intrapreneur gerne zurückgreife.
In principle, Appelo consistently continues his approach, which he describes as Management 3.0 and subsequently as Change Management 3.0 ("How to change the world"). While the first two books were more basic in terms of managing organizations, the new book is devoted entirely to the practices, instruments and methods that, in his view, managers need to make their employees (and themselves) happy and therefore more productive and motivated.
Appelo sticks to the now somewhat dusty concept of manager and does not speak of "leaders". That would certainly be questionable elsewhere. However, since Appelo's claim is not academic-theoretical, this does not bother any further. For him "Management everybody's job" is.
On the other hand, his claim regarding attitude and awareness of leadership goes absolutely in the direction of "leadership". Thus, the notion of manager can raise question marks for all those with background knowledge in view of the discussion "management vs. leadership".
The title itself is certainly questionable: "Managing for Happiness". To what extent "Happiness" can be managed at all is a discussion that Appelo does not lead and probably does not lead. Appelo is aware of this because he often speaks of intrinsic motivation, which is much more valuable than extrinsic motivation. However, why he chooses this term as the title of the book may be for reasons of better marketing, but it cannot really be justified in terms of content.
Another thought about the term "Happiness": In the Anglo-American area there is a well-founded research and long tradition on the subject of "Well-being" - well-being. Here the experience of happiness, joy and contentment plays a role. However, Appelo does not see his approach in this tradition, but by "happiness" actually means "joy at work" and what can be done to bring it about.
The 270 pages are divided into 12 chapters. In illustrative form with many pictures instruments and practices are shown to topics such as appreciation, payment, decision making, internal Crowdfunding, culture development, feedback, performance measurement, knowledge sharing and further. Basically, these are all topics that have a positive (or negative) influence on the commitment of employees.
The sequence of chapters is arbitrary, but this does not really disrupt the flow of reading, as the individual chapters do not build on each other. In principle, you can start at the point that interests you the most.
What makes the book really worth reading are the realizable and usually very concrete suggestions. Not all of them are really new. But due to the popularity that Appelo has achieved in the meantime, it incorporates many approaches from its environment (customers and colleagues). This results in a real treasure chest of practices, ideas and methods. Whether kudos, delegation boards or value stories - the reader will find alternative approaches for numerous situations.
This does not stop at the mere presentation of methods - here, too, there are already numerous similar phenomena on the market. The author always justifies the respective method and thus creates an overall convincing framework for the best possible development of potentials in the company.
The presentation is usually rounded off by typical questions that Appelo has collected from participants over the years. These are extremely valuable, because they are exactly the questions that are normally asked by participants and therefore have to be considered during the implementation.
Altogether I can recommend the book especially to trainers, consultants, moderators and change companions who enjoy experimenting and who are not looking for a theoretical background, but bring it with them.