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The Game of Work
Since its original printing in 1984, The Game of Work helped thousands of companies and hundreds of thousands of managers and employees experience increased job enjoyment while producing extraordinary results. The Game of Work examines the question of why people work harder at sports and recreation than they do on the job and uses these as metaphors for inspirational leadership strategies. Corporations worldwide have enjoyed the increased productivity, employee satisfaction and motivation, and bottom-line profits by implementing the concepts taught in The Game of Work. As qualified people become increasingly difficult to attract and retain, the implementation of the five principles in this book is the one key factor to improving results, retention, and recruitment. Five principles of The Game of Work: Frequent feedback; Better scorekeeping; Clearly defined goals; Consistent coaching; A higher degree of personal choice.
The 4 Laws of Financial Prosperity
"I have three books on my desk and The 4 Laws of Financial Prosperity is one of them. Mybookcase is filled with good books, but on my desk are the really great ones close at hand.
The Better People Leader
From the author of The Game of Work comes a new guide to building better and more profitable companies by building better leaders. In his new book, Chuck Coonradt reveals the secrets to becoming a "better people leader," someone who is always focused on the growth of his or her people. Better people leaders overcome the lazy manager mentality ("I shouldn't have to hold these people's hands") and embrace an active manager mentality ("I am ultimately responsible for the performance of this team"). They take an active role in the improvement of their employees. They encourage growth and create an environment in which it can freely happen. Find out how to motivate, inspire, empower, and lead your teams to greatness-greatness they didn't know they had, greatness that even surpasses that of their better people leader!
Scorekeeping for Success
Scorekeeping is a far cry from mere measurement. Measurement has many interpretations. Many of those interpretations are powerfully negative in nature. What it means to one person to "measure" can vary greatly from what it means to someone else. More than that, the traditional measuring done in companies -- the way we've always done it -- is simply not enough. Plain old measuring does not, in fact, motivate all by itself. Worse, plain old measurement can, in fact, do just the opposite and de-motivate. Only when we successfully transform our measuring into real scorekeeping does management by measurement really take off. Scorekeeping is the key. It's not that we keep score, it's how we keep score. Book jacket.
Managing the Obvious
More companies & individuals fail because they are unwilling to recognize or deal with information readily at hand, than fail because of the economy, the marketplace, or lack of luck. Shakespeare said it all in Much Ado About Nothing. We make it too tough. Success is a product of correct responses to the information & circumstances that are placed before us. MANAGING THE OBVIOUS is straightforward & delivered in a style that encourages the reader to make simple changes in their life & mindset which will increase their success. Coonradt brings 20 years of experience in assisting people & the organizations they make up, achieve measureable results. The principles have been used by Pepsi Cola, Quaker Oats Company, Fleming Foods, American Stores, First Interstate Bank, Browning-Ferris Industries, United Artists Cable Systems, Wendy's, McDonalds, & others around the globe. MANAGING THE OBVIOUS follows in the path of the consistently high selling text THE GAME OF WORK. The tradition continues of making good companies great, & great companies extraordinary.
Simple Games
Introductory material receives a fresh treatment, with an emphasis on Boolean subgames and the Rudin-Keisler order as unifying concepts. Advanced material focuses on the surprisingly wide variety of properties related to the weightedness of a game."--BOOK JACKET.
The Better People Leader
From the author of The Game of Work comes a new guide to building better and more profitable companies by building better leaders. In his new book, Chuck Coonradt reveals the secrets to becoming a "better people leader," someone who is always focused on the growth of his or her people. Better people leaders overcome the lazy manager mentality ("I shouldn't have to hold these people's hands") and embrace an active manager mentality ("I am ultimately responsible for the performance of this team"). They take an active role in the improvement of their employees. They encourage growth and create an environment in which it can freely happen. Find out how to motivate, inspire, empower, and lead your teams to greatness-greatness they didn't know they had, greatness that even surpasses that of their better people leader!
Starting with a Perfect Game
Step up to the turnstile-this is your ticket to the game. Sit back with some peanuts and Cracker Jacks or put yourself on the pitcher's mound. Starting with a Perfect Game illustrates baseball's stronghold and intrigue, past and present, using a poetic lineup of all-star anecdotes, tales and reflections. Just like the game's forefathers intended, Starting with a Perfect Game is divided into nine innings with a ceremonial first pitch, seventh-inning stretch and even an extra inning for diehard fans. It starts with a clean slate, just as every pitcher does when he takes to the mound on game day, and, of course, there are obstacles throughout, especially in the later innings of the so-called perfect game. For the once-yearly ballpark visitor, the serious fan who grew up smelling his or her mitt and everyone in-between, Starting with a Perfect Game shows an appreciation for all things baseball-well, almost all things-and this collection is only the beginning.
Coordination Games
This volume studies the implications of macroeconomic complementarities for aggregate behaviour. Topics include: economies with production complementarities; search models; imperfectly competitive product markets; and the role of government in resolving and creating coordination problems.
