New Releases by Robert I. Sutton

Attention, tout patron est un petit chef en puissance... Qu''il soit à la tête d''une multinationale, d''un cabinet d''avocats, d''une équipe soignante ou même d''un orchestre symphonique, un chef n''est pas toujours un Vrai patron. Peut-être au contraire est-il sans le savoir un PETIT CHEF arrogant et égocentrique, qui pourrit la vie de ses subordonnés et plombe, par la même occasion, la performance de son organisation... La réussite d''un chef obéit a des règles. Elle dépend ainsi de sa relation avec ses plus proches collaborateurs, ceux qui scrutent ses moindres faits et gestes, attendent de lui qu''il les respecte tout en maintenant la discipline, qu''il suscite leur engagement sans brusquer leur envie de s''investir. Il sait concilier performance et humanité... sans céder aux sirènes du CSC (Chef-Sale Con) qui se niche en chacun de nous. Petit chef ou vrai patron 7 est tout sauf un livre de management aride et théorique. Sans prétendre fournir de recette infaillible, Sutton nous fait toucher du doigt ce qu''est un vrai patron, sachant mettre son succès personnel au service de son équipe et de son organisation.

The definitive guide to working with -- and surviving -- bullies, creeps, jerks, tyrants, tormentors, despots, backstabbers, egomaniacs, and all the other assholes who do their best to destroy you at work. "What an asshole!" How many times have you said that about someone at work? You''re not alone! In this groundbreaking book, Stanford University professor Robert I. Sutton builds on his acclaimed Harvard Business Review article to show you the best ways to deal with assholes...and why they can be so destructive to your company. Practical, compassionate, and in places downright funny, this guide offers: Strategies on how to pinpoint and eliminate negative influences for good Illuminating case histories from major organizations A self-diagnostic test and a program to identify and keep your own "inner jerk" from coming out The No Asshole Rule is a New York Times, Wall Street Journal, USA Today and Business Week bestseller.

En este libro, Jeffrey Pfeffer y Robert I. Sutton le ayudarán a desarrollar una eficaz labor en su empresa, dejando a un lado viejas normas que quizás no le han funcionado del todo. No se limite a copiar estrategias que a otros le han dado buenos resultad

The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life – and shows how to finally turn this common sense into common practice.

En el ámbito de los negocios ya se ha comprendido la importancia del aprendizaje, el capital intelectual, la capacitación. Pero con frecuencia existe una fractura entre el saber y el hacer. Jeffrey Pfeffer y Robert I. Sutton, Prestigiosos, autores y educadores, identifican claro: sólo las empresas que aplican el conocimiento a la acción son las que eluden "la trampa de la inteligencia meramente verbal". Ilustrando con el análisis de decenas de firmas, este libro es una guía realista y útil para mejorar el desempeño de las compañías de hoy. Jeffrey Pfeffer es profesor de la cátedra Thomas D. Dee de Conducta Organizativa en la Escuela de Estudios Superiores de Administración de Empresas de Stanford University. Es autor de The Human Equation, New Directions for Organization Theory, Managing with Power y Power in Organizations, entre otros libros. Ha publicado también más de un centenar de artículos en revistas especializadas y compilaciones. Robert I. Sutton es profesor de Comportamiento Organizativo en la Escuela de Ingeniería de Stanford University, donde además se desempeña como codirector del Centro del Trabajo, la Tecnología y la Organización, y como director de investigaciones del programa Stanford Technology Ventures. Ha sido redactor o miembro del consejo editorial de numerosas publicaciones especializadas, y en la actualidad es codirector de Research in Organizational Behavior. Ha publicado más de sesenta artículos en revistas y compilaciones sobre investigación y teoría aplicada.

A breakthrough in management thinking, “weird ideas” can help every organization achieve a balance between sustaining performance and fostering new ideas. To succeed, you need to be both conventional and counterintuitive. Creativity, new ideas, innovation—in any age they are keys to success. Yet, as Stanford professor Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly—and creative. In Weird Ideas That Work Sutton draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable" and "reward success and failure, but punish inaction," strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird"—and now, thanks to Robert Sutton''s work, we have the tools we need to do so.

This volume focuses on the organizational dynamics involved in knowledge management; this mix of breakthrough articles should help managers understand how people can effectively communicate, share knowledge, and learn.

"Jeffrey Pfeffer and Robert Sutton, identify the causes of the knowing-doing gap and explain how to close it."--Jacket.