What do you think?
Rate this book
Why Employees Don't Do What They're Supposed To Do and What To Do About It
Invaluable." --SUCCESS. "In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance ... [This book] should be on the desk of anyone who manages others."--ENTREPENEUR. THE TOP 10 REASONS EMPLOYEES DON'T DO WHAT THEY'RE SUPPOSED TO
10. They don't know why they should do it;
9. They don't know how to do it
8. They don't know what they are supposed to do
7. They think your way will not work
6. They think their way is better
5. They think something else is more important
5. They think they are doing it
4. They are punished for doing it
3. They are rewarded for not doing it
2. It's beyond their personal limits
1. No one could do it
This book tells you how to avoid or handle each situationÑand the 6 other reasons that comprise the total list of reasons employees don't do their jobs. Universally praised and a perennial best seller, this book made The New York Times business bestseller list in early 1998--10 years after it came out! Why? Competition to attract and keep good employees is fiercer than ever. Today's employers need the no-nonsense people-management skills this book teaches. Based on real experiences of 25,000 managers surveyed by a Columbia Graduate School of Business professor, this results-oriented guide--newly updated for todayÕs changing workplace--provides proven, straightforward methods that work on real jobs, in real businesses, in the real world. This updated edition also gives you new input from 5000 additional managers, plus more help with temp workers, service industries, flex time, computers, telecommuting, stress, and safety!
10. They don't know why they should do it;
9. They don't know how to do it
8. They don't know what they are supposed to do
7. They think your way will not work
6. They think their way is better
5. They think something else is more important
5. They think they are doing it
4. They are punished for doing it
3. They are rewarded for not doing it
2. It's beyond their personal limits
1. No one could do it
This book tells you how to avoid or handle each situationÑand the 6 other reasons that comprise the total list of reasons employees don't do their jobs. Universally praised and a perennial best seller, this book made The New York Times business bestseller list in early 1998--10 years after it came out! Why? Competition to attract and keep good employees is fiercer than ever. Today's employers need the no-nonsense people-management skills this book teaches. Based on real experiences of 25,000 managers surveyed by a Columbia Graduate School of Business professor, this results-oriented guide--newly updated for todayÕs changing workplace--provides proven, straightforward methods that work on real jobs, in real businesses, in the real world. This updated edition also gives you new input from 5000 additional managers, plus more help with temp workers, service industries, flex time, computers, telecommuting, stress, and safety!
144 pages, Paperback
First published January 1, 1989
15 people are currently reading
313 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 13 of 13 reviews
September 11, 2018
While it was a pleasant read at times, much of the information seemed to be a bit repetitive with the central idea being effective communication with your employees to reduce the chance of employee related failure. That being said, I would and have recommended this book for those who want an idea of how to deal with employees who don't do what they're supposed to do.
July 16, 2020
Succinct guidance for how to manage employees. I used this as my bible when reviewing new instructions and documents for my team. Am I being clear about the task? The consequences? Do I understand their objections? Etc. He puts it much better than I can and has short examples to illustrate each point. I can't recommend it enough!!!
June 12, 2019
Very good book to attain knowledge on training effectiveness
September 12, 2023
Read this for training at work. I would recommend it if you want to be a better manager.
October 2, 2007
Management literature is the bottom of the barrel for me ...
That being said, this was well presented and offered practical advice that I might use. I might even buy a copy of this for my own use, and that is not something I do often with management books.
That being said, this was well presented and offered practical advice that I might use. I might even buy a copy of this for my own use, and that is not something I do often with management books.
April 23, 2008
I do occassionally pick up books about being a better manager, hoping to learn something new. This one had nothing new for me...just the same old... communicate, be consistent, etc. Every management class/seminar/workshop I've ever taken boils down to the same thing. It ain't rocket science, folks!
January 28, 2009
Just finished this one for a training session I am teaching at work. A great one for anyone in a management position. Easy to read with lots of straightforward and simple to follow methods to get the people you supervise to do what they should be doing.
June 4, 2007
really good, terrible title!
April 5, 2012
This is a great book for teachers. It pretty much sounds like a classroom management book. That's all I have to say about it.
December 22, 2012
I really thought the author did a good job tying the concept with something that was applicable and I loved the chapter summaries.
March 1, 2016
All managers should read this book. Basically the book shows that most of the employees-related issues actually are the manager's issues!
March 14, 2016
The flowchart method of things.
July 10, 2018
Great book for anyone with direct reports - I wish there was a more thorough section at the end to recap and give actionable items to take
Displaying 1 - 13 of 13 reviews