Buying a table tennis table will make your staff happier. Working eight hours a day, five days a week, will result in the most productivity. Paying higher salaries will always result in higher motivation. But will it really? There are a staggering number of myths, stereotypes and out-of-date rules that abound in the workplace. This can make it feel impossible to truly know how to get the most out of your career, your team and your company. In Myths of Work, Ian MacRae take an entertaining and evidence-based look at the most pervasive myths about our working lives, from the serious to the…mehr
Buying a table tennis table will make your staff happier. Working eight hours a day, five days a week, will result in the most productivity. Paying higher salaries will always result in higher motivation. But will it really?
There are a staggering number of myths, stereotypes and out-of-date rules that abound in the workplace. This can make it feel impossible to truly know how to get the most out of your career, your team and your company. In Myths of Work, Ian MacRae take an entertaining and evidence-based look at the most pervasive myths about our working lives, from the serious to the ridiculous, to give you the insight you need to become a better manager in the modern workplace. Fascinating real life case studies from organizations around the world display the myths (and how to overcome them) in practice.
Myths of Work combines business thinking with psychology to give you practical insights, a lively writing style and a handy dip-in-and-out structure to form your ultimate guide to becoming a better and enlightened manager.
About the Business Myths series... The Business Myths series tackles the falsehoods that pervade the business world. From leadership and management to social media and the workplace, these accessible books overturn out-of-date assumptions, skewer stereotypes and put oft-repeated slogans to the myth-busting test. Both entertaining and rigorously researched, these books will equip you with the insight and no-nonsense wisdom you need to succeed.
Ian MacRae is a work psychologist, consultant, speaker, author and Managing Director of High Potential Psychology. He works with, and writes about, a wide range of topics relating to psychology and the workplace. He developed the High Potential Traits Inventory (HPTI), a personality assessment which has been translated into dozens of languages and used by over 50,000 people around the world. Myths of Social Media is his fifth book, he is co-author of Motivation and Performance and Myths of Work, also part of the Business Myths series.
Inhaltsangabe
Chapter - 00: Introduction;
Chapter - 01: Staff should work eight-hour days, Monday to Friday;
Chapter - 02: Working from home reduces productivity;
Chapter - 03: Social media should never be used at work;
Chapter - 04: Listening to music while working is distracting;
Chapter - 05: Health and safety is the enemy;
Chapter - 06: Surveillance improves performance;
Chapter - 07: Creating a Google-style office environment will make staff more innovative;
Chapter - 08: Mindfulness is the answer to all problems;
Chapter - 09: Neuroscience is the silver bullet to workplace problems;
Chapter - 10: Start-ups need a different type of leader to succeed;
Chapter - 11: It's better to have higher self-esteem at work;
Chapter - 12: We only use 10 per cent of our brain at work;
Chapter - 13: Making workplaces sustainable is a burden;
Chapter - 14: The best way to motivate people is to pay them more;
Chapter - 15: Employees who work the longest hours are the most valuable people;
Chapter - 16: People should retire at 65;
Chapter - 17: Perfectionists make the best employees;
Chapter - 18: Women aren't as competitive as men at work;
Chapter - 19: People's personalities can be sorted into categories at work;
Chapter - 20: Sexuality and gender should be taken into account at work;
Chapter - 21: Millennials are changing the workplace;
Chapter - 22: Co-workers should not form romantic relationships;
Chapter - 23: Teaching and training are the same;
Chapter - 24: Annual appraisals are the best way to measure performance;
Chapter - 25: High achievers always make great managers;
Chapter - 26: A computer is going to take your job;
Chapter - 27: Open-plan offices are always the best option
Chapter 00: Introduction; Chapter 01: Staff should work eight hour days, Monday to Friday; Chapter 02: Working from home reduces productivity; Chapter 03: Social media should never be used at work; Chapter 04: Listening to music while working is distracting; Chapter 05: Health and safety is the enemy; Chapter 06: Surveillance improves performance; Chapter 07: Creating a Google style office environment will make staff more innovative; Chapter 08: Mindfulness is the answer to all problems; Chapter 09: Neuroscience is the silver bullet to workplace problems; Chapter 10: Start ups need a different type of leader to succeed; Chapter 11: It's better to have higher self esteem at work; Chapter 12: We only use 10 per cent of our brain at work; Chapter 13: Making workplaces sustainable is a burden; Chapter 14: The best way to motivate people is to pay them more; Chapter 15: Employees who work the longest hours are the most valuable people; Chapter 16: People should retire at 65; Chapter 17: Perfectionists make the best employees; Chapter 18: Women aren't as competitive as men at work; Chapter 19: People's personalities can be sorted into categories at work; Chapter 20: Sexuality and gender should be taken into account at work; Chapter 21: Millennials are changing the workplace; Chapter 22: Co workers should not form romantic relationships; Chapter 23: Teaching and training are the same; Chapter 24: Annual appraisals are the best way to measure performance; Chapter 25: High achievers always make great managers; Chapter 26: A computer is going to take your job; Chapter 27: Open plan offices are always the best option
Chapter - 01: Staff should work eight-hour days, Monday to Friday;
Chapter - 02: Working from home reduces productivity;
Chapter - 03: Social media should never be used at work;
Chapter - 04: Listening to music while working is distracting;
Chapter - 05: Health and safety is the enemy;
Chapter - 06: Surveillance improves performance;
Chapter - 07: Creating a Google-style office environment will make staff more innovative;
Chapter - 08: Mindfulness is the answer to all problems;
Chapter - 09: Neuroscience is the silver bullet to workplace problems;
Chapter - 10: Start-ups need a different type of leader to succeed;
Chapter - 11: It's better to have higher self-esteem at work;
Chapter - 12: We only use 10 per cent of our brain at work;
Chapter - 13: Making workplaces sustainable is a burden;
Chapter - 14: The best way to motivate people is to pay them more;
Chapter - 15: Employees who work the longest hours are the most valuable people;
Chapter - 16: People should retire at 65;
Chapter - 17: Perfectionists make the best employees;
Chapter - 18: Women aren't as competitive as men at work;
Chapter - 19: People's personalities can be sorted into categories at work;
Chapter - 20: Sexuality and gender should be taken into account at work;
Chapter - 21: Millennials are changing the workplace;
Chapter - 22: Co-workers should not form romantic relationships;
Chapter - 23: Teaching and training are the same;
Chapter - 24: Annual appraisals are the best way to measure performance;
Chapter - 25: High achievers always make great managers;
Chapter - 26: A computer is going to take your job;
Chapter - 27: Open-plan offices are always the best option
Chapter 00: Introduction; Chapter 01: Staff should work eight hour days, Monday to Friday; Chapter 02: Working from home reduces productivity; Chapter 03: Social media should never be used at work; Chapter 04: Listening to music while working is distracting; Chapter 05: Health and safety is the enemy; Chapter 06: Surveillance improves performance; Chapter 07: Creating a Google style office environment will make staff more innovative; Chapter 08: Mindfulness is the answer to all problems; Chapter 09: Neuroscience is the silver bullet to workplace problems; Chapter 10: Start ups need a different type of leader to succeed; Chapter 11: It's better to have higher self esteem at work; Chapter 12: We only use 10 per cent of our brain at work; Chapter 13: Making workplaces sustainable is a burden; Chapter 14: The best way to motivate people is to pay them more; Chapter 15: Employees who work the longest hours are the most valuable people; Chapter 16: People should retire at 65; Chapter 17: Perfectionists make the best employees; Chapter 18: Women aren't as competitive as men at work; Chapter 19: People's personalities can be sorted into categories at work; Chapter 20: Sexuality and gender should be taken into account at work; Chapter 21: Millennials are changing the workplace; Chapter 22: Co workers should not form romantic relationships; Chapter 23: Teaching and training are the same; Chapter 24: Annual appraisals are the best way to measure performance; Chapter 25: High achievers always make great managers; Chapter 26: A computer is going to take your job; Chapter 27: Open plan offices are always the best option
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