Why Employees Don't Do what They're Supposed to Do and what to Do about it
Getting employees to do what they are supposed to do is probably the biggest challenge for any manager. Ferdinand F. Fournies, internationally known business consultant and author, here reveals innovative, yet practical, ideas on how managers can get perfect employee performance.
Using information collected from over 20,000 managers while working as a management consultant, Fournies discovered there are sixteen specific reasons why employees do not do what they're supposed to do. These reasons and methods for eliminating them are the subject of this book. The practical advice provided here is applicable to all kinds of jobs at all levels.
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They Dont Know Why They Should Do It
They Dont Know How To Do It
They Think Your Way Will Not Work
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answer antacid appropriate performance ask employees assign bad performance begins better boss color blind correct Dale Carnegie deliver depth perception describe discussion effective management eliminate employee from performing employee performance employees don't employees think errors everything example explain failing feedback Feedback—specific Ferdinand F frequently friendliness give employees job description job requires job satisfaction late manager's motivation negative consequence obstacle occur okay organization percent performance appraisal performance problems performing appropriately personal limits personal problems poor performance positive consequence preventive maintenance preventive management PREVENTIVE SOLUTION price objections priority prob progressive discipline psychologists punishment reasons for nonperformance reprimands response sales call salespeople sick days situations someone specific staff meetings subordinates supervisor supposed talk about personal task teaching tell things thought told trying Unfortunately usually verbal compliments verbal rewards willfully performs badly wrong