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Great Managing, Great Leading and Sustained Individual Success by Marcus Buckingham - Book Report/Review Example

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This paper is a literature review of the book “Great Managing, Great Leading and Sustained Individual Success” by Marcus Buckingham. Marcus Buckingham is one of the most successful authors of recent time. He graduated in 1987 with Master’s degree in Social and Political Science from the University of Cambridge…
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Great Managing, Great Leading and Sustained Individual Success by Marcus Buckingham
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"Great Managing, Great Leading and Sustained Individual Success by Marcus Buckingham"

Download file to see previous pages This study looks into “The One Thing You Need to Know” which talks about great managing, leadership and sustained individual success. The book is a 285 pages’ volume. In this book, Buckingham is dwelling a bit more about one thing. The main message behind this book is that there are certain things which good managers, leaders and workers do that prevent them from failing. However, there is one thing that the best managers and leaders do to succeed at workplace. The book is basically structured into three sub-topics, which are the following: great managing, great leading and sustained individual success. In this book, we find how Buckingham differentiates leaders and managers by classifying workplace managers as beginning with individual employees. He looks at their particulars, knowledge, skills, experiences and goals and designs specific features under which the employee in question can achieve success in the workplace. At this point, the employee becomes the center of focus. Buckingham argues that leadership begins with a vision for the future. Here, he notes that any good leader must have a vision for the organization to succeed. In order for a leader’s future vision to be successful, Buckingham argues that there must be an element of persuading other people. In order to succeed as a manager, Buckingham recommends the following in the book: An organization should hire the best people, have clearly defined expectations, provide praise and recognition of workers and care for the workers under a manager. He also notes that the core responsibility of a great manager is not to ensure customer service or enforce quality, or build high performance workforce or setting of standards. He, however, feels that best managers succeed at turning an individual’s talent into performance. Great managers are also a catalyst which implies that they speed up the reaction between workers’ talents and the company’s targets. With regard to hiring of workers, he advises that managers need to define what talents they are seeking for, ask open questions and seek some of the provided answers (Buckingham, 2005). Buckingham (2005) argues that the best predictor of the future behavior is frequent past behavior. He suggests that the manager has to keep filtering pressure and priorities from above in order to be able to build a clear short-term focus with a clear vision of success. For this reason, good managers continuously clarify that expectation in all contacts and meetings. The book attempts also to answer the question relating to what one thinks he or she gets paid to do. Here, Buckingham advises that a manager should carefully manage especially all the consequences of employee’s behaviors through praise and recognition. He describes behavior as an aspect that is certain, positive and immediate. With regard to what managers need ...Download file to see next pagesRead More
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