
"Under New Management" shatters conventional workplace wisdom, revealing why top companies like Netflix and Google put employees first and ban email. Daniel Pink calls it "the one book on being a better manager" you need this year. Ready to make your office transparent, productive, and revolutionary?
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Imagine walking into a company where employees take unlimited vacation, everyone knows each other's salaries, and the CEO claims that customers come second. Sound like chaos? These seemingly radical practices are actually driving some of today's most successful organizations. The roots of our management problems stretch back to 1898, when Frederick Winslow Taylor introduced "scientific management" at Bethlehem Iron Company, viewing workers as interchangeable parts in a machine. His 1911 book revolutionized business worldwide, but as work evolved from manual to knowledge-based, these industrial-era tools became increasingly mismatched to creative endeavors. While we've transformed technology, transportation, and communication over the past century, our management practices remain largely unchanged relics from the factory floor. Netflix CEO Reed Hastings acknowledges we're "just beginning to learn how to run creative firms," as forward-thinking organizations abandon traditional management approaches that stifle innovation and engagement. The challenge isn't that conventional practices don't work at all-they do function, much like how internal combustion engines operate at 30% efficiency. The problem is the massive untapped potential they waste through rigid hierarchies and outdated control mechanisms. What if we could design workplaces that capture more of our human capabilities? What if management itself could be reinvented for the knowledge era?
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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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