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Bibliographical Information

Authors: Kenneth H. Blanchard, Ph.D.

Spencer Johnson, M.D.

Title of the Book: The One Minute Manager

Publishing Location: 200 Madison Avenue, New York 10016

Publisher: Berkley Book, The Berkley Publishing Group

Copyright Year: 1981, 1982 by Blanchard Family Partnership and Candle

Communications Corporation

Number of Pages: 64 pages

B. Biography of Book’s Author:

Kenneth H. Blanchard, Ph.D. is born on May 6, 1939. He is American author

and management expert. He completed his BA degree in government and

philosophy at Cornell University in 1961, his MA degree in sociology and

counseling at Colgate University in 1963 and PhD degree in education

administration and leadership at Cornell University in 1967. Kenneth Blanchard is

the Chief Spiritual Officer of The Ken Blanchard Companies, an international

management training and consulting firm that he and his wife, Marjorie Blanchard,

cofounded in 1979 in San Diego, California. He is a Cornell University trustee

emeritus and visiting professor at the Cornell University School of Hotel

Administration. Some of his books are Management of Organizational Behavior:

Utilizing Human Resources with Paul Hersey, Organizational Change Through

Effective Leadership with Robert H. Guest and Paul Hersey, The Family Game:
A Situational Approach To Effective Parenting with Paul Hersey and Putting The

One Minute Manager To Work with Robert Lorber, Ph.D.

Spencer Johnson, M.D. is born on January 1, 1940. He graduated from Notre

Dame High School of Sherman Oaks, California in 1957, took his Bachelor of

Arts degree in psychology from the University of Southern California in 1963,

and his medical degree from the Royal College of Surgeons in Ireland. He is

known for the Value Tales series of children's books, and for his 1998

motivational book Who Moved My Cheese?, which recurred on the New York

Times Bestseller list, on the Publishers Weekly Hardcover nonfiction list. Johnson

is chairman of Spencer Johnson Partners. Some of his books are The One Minute

Father, The One Minute Mother, The Precious Present: The Gift That Makes A

Person Happy Forever and The Value Tale Series.

C and D. Subject or Scope of the Book and Main Idea of the Book

The book covers about the kinds of manager you will face in every organization,

how they treat their employees and how the employees reflect on the manager’s behavior.

Also covers the management and leadership in an organization.

E. Summary of Content

There was a young man who was looking for an effective manager and he wanted

to work for one and wanted to become one. He had been in small town and capitals of powerful

nation. He had spoken to many managers. He had gone into every kind of office, large and small,

luxurious and sparse, with windows and without. Some of the managers he met called

themselves as “Autocratic Manager”, “Bottom-line Manager”, “Hard-nosed”, “Realistic”, and

“Profit-minded managers”. Also some of the managers he met were nice managers whose people

seemed to win while their organizations lost. They called themselves a democratic manager,

participative, supportive, considerate and humanistic manager. But the young man was not

satisfied with the result of his search; he knew what exactly he was looking for. Effective

managers who manage themselves and the people they work with so that both the organization

and the people profit from their presence. Then he began hearing marvelous stories about a

manager who lived in nearby town. Most of the people wanted to work for this manager and that

they produce great results. To his curiosity he called the secretary of this special manager for an

appointment and the secretary put him through immediately. The special manager told him that

he can see him anytime of the week except Wednesday morning and pick the time.

The young man met the special manager who called himself as “The One Minute

Manager” and he was quite a character. The One Minute Manager listens while his people

review and analyze what they’ve accomplished, the problems they had, and what still needs to be

accomplished. Yet he doesn’t believe in participating in any of his people’s decision-making. He

is neither results-oriented, nor people oriented. He cares about people and results equally. The

manager is admired by his employees and highly spoken with them. Each of his employees

revealed his three secrets to become a One Minute Manager. The First Secret is the One Minute

Goals it is the foundation of One Minute Management. It tells what are the responsibilities of

employees and what are they being accountable for. The 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, and 6. See whether or not your behavior matches your goal. The
second secret is the One Minute Praising is to help the people reach their full potential and catch

them doing something right and have a feed to them. The One Minute Praising works well when

you: 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 right- be 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, and 7. Shake hands or touch people in a way that makes it clear that you

support their success in the organization. The third secret of being The One Minute Manager is

the One Minute Reprimands it is when you make a significant mistake the One Minute Manager

is quick to respond and attacking the behavior but not the person itself. The One Minute

Reprimand works well when: 1. Tell people beforehand that you are going to let them know how

they are doing and in no uncertain terms, 2. Reprimand people immediately, 3. Tell people what

they did wrong- be specific, 4. Tell people how you feel about what they did wrong- and in no

uncertain terms, 5. Stop for a few seconds of uncomfortable silence to let them feel how you feel,

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, and 9. Realize that when the reprimand is over, it’s over.

After hearing the three secrets and learning how they work the young man became a One

Minute Manager not because he thought like or talked like one, but because he behaved like one.

He set One Minute Goals. He gave One Minute Praisings. He gave One Minute Reprimands. He

asked brief, important questions; spoke the simple truth; laughed, worked, and enjoyed. And

most important of all, he encouraged the people he worked with to do the same.
F. Analysis of the Work

The book explained how to be an effective and efficient manager, what are the types of

managers you will meet in every organization which are mostly an Autocratic Managers, who

cares more on results than to care to their people. In every secrets of being One Minute Manager

it tells us how to treat the employees or the people in your organization, it reminds us that we

should care for them because they are part of organization thus they will produce great results.

From time to time we should praise them for something they did right and reprimands for

something they did wrong. This book helps every manager, leaders and employees in

organization how to manage, lead and treat the people within the organization.

G. Final Recommendations

I will recommend this to my friends and family as well. This book reflects what every

employee wanted to every manager they will work with. If they are becoming a manager they

should read the book in order for them to be becomes an effective manager and they can learn

how to properly treat their people.

A Book Review of

Kenneth H. Blanchard, Ph.D. and Spencer Johnson, M.D.

Submitted by:

Mary Anne B. Balbontin

MPA Student

Submitted to:

Dr. Emil Lobederio, Jr.


Case Study No. 1

Case Questions:

1. Identify several concepts and characteristics from the field of organizational behavior that

this case illustrates.

2. What advice can you give to Tony? How would this advice be supported or tempered by

behavioral concepts and processes?

3. Is it possible to find an “ideal” place to work? Explain.


1. The several concepts and characteristics of Organizational behavior are the culture in

each organization, type of leaders, the behavior of employees, the way they participate in

decision-making, the empowerment that each managers given to their employees, the

type of group in each organization and the changes that Tony faced when he accepts his

new job and also the conflicts within the organization.

2. I will advice to Tony that he should do his job right and accept the changes to his new job.

In every organization they have different culture, different approach on how the manager

or the leaders treat their employees and different people and people’s behavior within the

organization. We may be faced some conflicts in the organization or problems but we can

solve it by understanding their behavior and how we can approach them.

3. No, it is not possible to find an ideal work place. Different employee or workers will have

different preferences when it comes to work. Some of them want to be alone and some

wants to be on team. We cannot please everyone in an organization. We may faced

problems with their personality or problems on how the organization operates which will

make us stress. Another thing is the different culture of each individual, the values and

morals they believe, and whether it is right or wrong. We can find a workplace that can

be close to “ideal” and that will allow us to remain motivated everyday in our work.

Case Study No. 2

Case Questions:

1. How successful do you think Helen Bower’s new plan will be?

2. What challenges does Helen confront?

3. If you were Helen’s consultant, what would you advice her to do?


1. Helen’s new plan will be very hard to implement especially with the employees of his

father. His father had treated his employees like part of his family. In Helen’s view,

however, he paid them more than he had to, asked their advice far more often than he

should have, and spent too much time listening to their ideas and complaints. When

Helen took over, she vowed to change how things were done. In particular, she resolved

to stop handling employees with kid gloves and to treat them like what they were: the

hired help. With her new plan the employees will resist to this plan and worst they will

resigned or don’t have motivation to work again in her business.

2. Helen confronts severe problem of employee dissatisfaction with her new plan because

the employees were much comfortable with the way his father approach them. She

wanted the company to be successful and have some achievements, but there are so many

aspects of a company that can be altered in order to maximize profit without hindering
the employees and that’s why whenever she walked through one of the plants, she sensed

that people weren’t doing their best.

3. If I were Helen’s consultant I would advise her to retain the way her father approaches

the employees and not cut their wages. If the employees were happy in their workplace

then it will benefit the company’s production and profits. I would also advice her to listen

to her employees, ask for advice and involve them to decision making after all if the

employees are satisfied with the way she treated them she will have great result in the end.

Also, she should retain the softball field for recreational part of the employees in that

matter they will have less stress and be motivated everyday in their work.

Case Study No. 3

Case Questions:

1. What specific errors did Warren and Carol Oats make during their first week in Japan?

2. If you were talking to a non-U.S. business person making first contact with an American

company, what advice would you give?

3. Explain/discuss your comment and/or recommendations on the above-cited cases.


1. Warren and Carol Oats didn’t have some research about the way the Japanese do their

business meetings especially on meeting etiquette and social interaction. Warren got

frustrated to his meeting with the Japanese and got straight to the point, had oral

presentation, gave his proposal and just left. In that case Warren should have introduced

his company, gave each of the Japanese executives his name card and his proposal

because the Japanese attend their meeting in group and each of them has expertise to their
company. As for Carol Oats, she was asking for a job in a Japanese multinational

corporation and she doesn’t understand the way that the Japanese treated their secretaries.

Carol should have informed the company’s vacancies before asking for a job. She should

have Ask for a formal job interviews and await their reply patiently, Japanese are really

careful at choosing the right person for the right job.

2. First, you should invest to your dress/suit. It is easy way to impress an American

interviewer or American executives. Don’t be late on your meeting. Americans hate

being late. Smile on first meeting, for them it is considered unfriendly not to smile.

Business is a business for them. They wanted you to have concise and clear written

proposals. It should be presented straight to the point, they don’t want any jargons.

Americans can’t stand long meeting, just show all the numbers and figures that are

proven and they are satisfied. Do persist and continue to convince them with strong

words and promises that are sensible, it is alright to be aggressive.

3. We should be more aware on what other people’s behavior, culture, what are the ways

they will be motivated in order to work hard and happy, how to manage your own

employees or your team, how to avoid conflicts and how to manage stress especially in

an organization or company.



Submitted by:

Mary Anne B. Balbontin

MPA Student

Submitted to:

Dr. Emil Lobederio, Jr.