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S.M.R.K-B.K-A.

K Mahavidyalaya
Nashik.

Book review of On minute manager Author: Kenneth Blanchard & Spencer Johnson

Guided by, Ms. Kshama vaishampayan

Done by: Kanika lal BMS III

ABOUT THE AUTHORS

Dr. Kenneth Blanchard, Chairman of Blanchard Training and Development, Inc. (BTD), is an internationally known author, educator and consultant/trainer. He is the co-author of the highly acclaimed and most widely used text on leadership and organization behaviour, Management of Organization Behaviour: Utilizing Human Resources. Dr. Blanchard received his B. A. from Cornell University in Government and Philosophy, an M.A. from Colgate University in Sociology and Counselling and a Ph.D. from Cornell in Administration and Management. He presently serves as a professor of Leadership and Organizational Behaviour at University of Massachusetts, Amherst. In addition, he is a member of the National Training Laboratories (NTL).

ABOUT THE AUTHORS

2) Dr. Spencer Johnson is the Chairman of Candle Communications Corporation, and an active author, publisher, lecturer and communications consultant. He has written more than a dozen books dealing with medicine and psychology.

Dr. Johnsons education includes a degree in psychology from the University of Southern California, an M.D. degree from the Royal College of Surgeons in Ireland, and medical clerkships at Harvard Medical School and the Mayo Clinic.

ABOUT THE BOOK

The One Minute Manager provides Managers, an insight on how to be more effective in communication within their teams and with external interests. It also helps getting past the pattern of delivering an unpleasant message, and, giving encouragement in delivering the good news.

This book establishes that productivity (Quantity + Quality) of each individual as well as that of the organization increases multi folds if we make an organization people oriented rather than result oriented. People will feel good in People Oriented Organizations and ensure the involvement in the product / services they provide.

The One Minute Manager" is a book for finding a balance between being an autocratic manager, who cares only about the results, and a democratic manager, who cares only about the people. The lessons are imparted in the form of an interesting parable about a young man who has set out looking for world-class management skills. In his search, he meets the One Minute Manager, a willing mentor who seems to have things well in control and plenty of time on his hands.

SUMMARY

The One Minute Manager reveals three secrets to productive and efficient managing as told through a young man's search for the perfect managing and leading skills. The One Minute Manager is focused on, not surprisingly, a one minute manager. The man is a venerable leader that is highly spoken of by his employees, his three secrets being the key to his success.

Description of Chapters: 3 choices as a manager in recruiting are: 1. First, hire winners. They are hard to find and they cost money. 2. Or, second, if can't find a winner, you can hire someone with the potential to be a winner. Then by systematic training, tend person to become a winner. 3. If not willing to do either of the first two, then the third choice left is prayer (pray to god for the people, whom are hired, to perform).

The 3 secrets of one minute manager are: 1. Set 1-minute goals with subordinates 2. Use 1-minute praising when goals are achieved 3. Use 1-minute reprimands when goals are not achieved

The First Secret: One Minute Goals

This involves a meeting of the manager and the employee where goals are agreed on, written down in a brief statement, and occasionally reviewed to ensure that productivity is occurring. This whole process takes a "minute", which truly means it is a quick meeting, however it is not limited to just sixty seconds. The purpose of one minute goal setting is to confirm that responsibilities of each working is understood, understanding that confusion leads to inefficiency and discouragement. One Minute Goal Setting is simply: 1.Agree on your goals. 2.See what good behavior looks like. 3.Write out each of your goals on a single sheet of paper using less than 250 words. 4.Read and re-read each goal, which requires only a minute or so each time you do it. 5.Take a minute every once in a while out of your day to look at your performance. 6.See whether or not your behavior matches your goal.

80-20 Goal-Setting rule 80% of your really important results will come from 20% of your goals

The Second Secret: One Minute Praising

This involves being open with people about their performance. When you catch someone doing something right, a goal of the one minute manager, you praise them immediately, telling them specifically what they did correctly. Pause to allow them to "feel" how good you feel regarding their importance to the organization, and finish by shaking hands. One Minute Goal Setting is simply: 1.Tell people up front that you are going to let them know how they are doing. 2.Praise people immediately. 3. Tell people what they did rightbe specific. 4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there. 5.Stop for a moment of silence to let them feel how good you feel. 6.Encourage them to do more of the same. 7.Shake hands or touch people in a way that makes it clear that you support their success in the organization.

Help People Reach Their Full Potential, Catch Them Doing Something Right

The Third Secret: One Minute Reprimands

Being honest with those around you involves reprimanding when a wrong has occurred. The first step is to reprimand immediately and specifically. This is the same as the second secret, and it holds an important aspect of the first secret: it enables an understanding of responsibilities and how to complete them correctly. Following the reprimand, shake hands and remind the person that he or she is important and it was simply their performance that you did not like. The one minute reprimand consists of the reprimand and the reassurance, both being equally important. If you leave the latter out, you will not be liked by those around you and they will attribute mistakes to them being worth less, which is far from the truth. The One Minute Reprimand works well when you: 1. Tell people beforehand that you are going to let them know how they are doing. The first half of reprimand: 2. Reprimand people immediately. 3. Tell people what they did wrongbe specific. 4. Tell people how you feel about what they did wrong. 5. Stop for a few seconds of uncomfortable silence to let them feel how you feel. The second half of the reprimand: 6. Shake hands, or touch them in a way that lets them know you are honestly on their side.

7. Remind them how much you value them. 8. Reaffirm that you think well of them but not of their performance in this situation. 9. Realize that when the reprimand is over, its over.

Most companies spend 50% to 70% of their money on peoples salaries. And yet they spend less than 1% of their budget to train their people. Most companies, in fact, spend more time and money on maintaining their buildings and equipment than they do on maintaining and developing people.

The Best Minute I Spend Is the One I Invest In People

These concepts have been further illustrated in the book. The parable Finally ends in the young man adopting and exploiting the one-minute policies and gradually attaining great success and fame, like his mentor.