000			045450000a22003730004500
001			19128585
005			20240619150838.0
008			170821t2016 maua g b 001 0 eng c
010			_a2016009246
020			_a9781422143025 (hardback)
020			_a1422143023 (hardback)
040			_aDLC _beng _cDLC _dUIAM _erda
050	0	0	_aHD47.3
100	1		_aMenon, Tanya, _eauthor _9569577
245	1	0	_aStop spending, start managing : _bstrategies to transform wasteful habits / _cTanya Menon, Leigh Thompson
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c2016
264		4	_c2016
300			_aviii, 221 pages : _billustrations ; _c25 cm.
336			_2rdacontent _atext
337			_2rdamedia _aunmediated
338			_2rdacarrier _avolume
504			_aIncludes bibliographical references (pages [193]-210) and index.
520			_a"Stop Wasting Precious Time and Money You have a complex problem at work, and you know the standard solutions: hire a consultant, enlist a superstar employee, have more meetings about it. In short, spend money and hours to dig your way out. But you've been down this road before-the so-called solution consumes your time, dollars, and resources, and yet the problem still reappears. There is a way out of this cycle. Organizational researchers Tanya Menon and Leigh Thompson, experts in collaboration and creativity, identify five spending traps that lead to this wasteful "action without traction": The Expertise Trap: recycling old solutions on current problems The Winner's Trap: investing additional resources into failing projects The Agreement Trap: avoiding conflict to feel like a team player The Communication Trap: communicating too frequently over too many channels The Macromanagement Trap: assuming your employees don't need your direction Menon and Thompson combine their own research with other findings in psychology to provide strategies to break these unproductive habits and refine your skills as a manager. From shaping problems in new ways and learning from failure through experimentation, to stimulating productive conflict and structuring coordinated conversations, you can escape these traps and discover the value hidden in your organization-without spending a dime"-- _cProvided by publisher.
520			_a"Too often, managers spend money to solve problems at work, whether that means hiring outside consultants, investing in new software to fix communication issues, or bribing employees with cash to motivate them. But many managers are surprised when the problem they tried to solve reappears a few months, weeks, or even days later. The money is gone, but the problem is still there. These costs can add up, particularly when you consider the additional loss to your company in wasted time, energy, and resources when you don't solve problems effectively. Tanya Menon and Leigh Thompson, experts in how organizations work, have developed a framework to help you understand why you fall into this trap, and how to escape it. Five psychologies--each of which substitutes spending for your own powers of management--lead to wasteful spending: 1. Mindless spending: throwing money at a problem to avoid thinking about it; 2. Ego spending: squandering resources to make yourself look good; 3. Please-like-me spending: wasting time and money to avoid conflict; 4. Talk-to-me spending: buying expensive technologies to help people communicate; and 5. Follow-me spending: using financial incentives to motivate people To break these habits, Menon and Thompson show how you can use your smarts as a manager to find solutions. By consciously observing waste and identifying hidden value, widening your mind-set beyond ego, courageously negotiating with others, encouraging meaningful interaction, and transforming people with positive values and relationships rather than cash, you can overcome these psychological barriers and find the value that already exists in your organization and yourself--for free"-- _cProvided by publisher.
650		0	_aCost control _966168
650		0	_aCost effectiveness _981297
650		0	_aOrganizational effectiveness
650		0	_aOrganizational behavior
650		0	_aCorporations _xFinance
700	1		_aThompson, Leigh L., _eauthor _9310307
776	0	8	_aMenon, Tanya, author. _dBoston, Massachusetts : Harvard Business Review Press, 2016 _iOnline version: _tStop spending, start managing _w(DLC) 2016027317 _z9781625270559
907			_a.b10645135 _b13-08-23 _c01-12-22
998			_am _b13-08-23 _c- _d- _e- _feng _gmau _h0
999			_c55816 _d55816