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High Output Management by Andrew S. Grove (1988-11-28) Mass Market Paperback
- PublisherRandom House USA Inc; 1st Vintage Books ed edition (1988-11-28)
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Product details
- ASIN : B019TL9O7U
- Item Weight : 6.4 ounces
- Customer Reviews:
About the author
Andrew S. Grove emigrated to the United States from Hungary in 1956. He participated in the founding of Intel, and became its president in 1979 and chief executive officer in 1987. He was chosen as Time magazine's Man of the Year in 1997. In 1998, he stepped down as CEO of Intel, but continues as chairman of the board. Grove also teaches at the Stanford University Graduate School of Business. He lives in the San Francisco Bay Area.
Photo by World Economic Forum from Cologny, Switzerland [CC BY-SA 2.0 (http://creativecommons.org/licenses/by-sa/2.0)], via Wikimedia Commons.
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Top reviews from the United States
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This book is great for both new and experienced managers since it provides valuable frameworks and strategies for all kinds of common managerial tasks. Below are the core topics covered in this book:
* Delegation - In order to maximize leverage, a manager needs an optimal number of subordinates to whom he can delegate to. Successful delegation provides lots of leverage, whereas poor delegation ends up netting no leverage since it turns into errors and micro-management.
* Meetings - Meetings are extraordinarily expensive to a company. There are three types of recurring meetings: one-on-one's, staff meetings, and operational reviews. Each of these meetings should have a clear framework for maximizing value and minimizing time-waste. There are also one-off meetings centered around making a particular decision - such meetings should be especially carefully planned and executed since they are often scheduled ad-hoc without a clear purpose and with too many participants.
* Making decisions - When making decisions, there's a fragile power dynamic that needs to be carefully handled. Managers should facilitate free and open discussion amongst all parties until a consensus emerges. In cases where a consensus does not emerge naturally, the manager should push for a decision.
* Dual reporting - Dual reporting is inevitable in most large organizations. Consider advertising: should each division of a company decide and pursue its own advertising campaign, or should all of it be handled through a single corporate entity? The optimum solution calls for the use of dual reporting where each division controls most of their own advertising messages but a coordinating body of peers consisting of the various divisional marketing managers chooses the advertising agency and creative direction.
* Motivating employees - Our society respects someone's throwing himself into sports, but anybody who works very long hours is regarded as sick or a workaholic. Imagine how productive our country would become if managers could endow all work with the characteristics of competitive sports? Eliciting peak performance means going up against something or somebody, and turning the workplace into a playing field where subordinates become athletes dedicated to performing at the limit of their capabilities.
* Performance reviews - Performance reviews are easily mistaken as simply a way to assess performance and evaluate compensation. The fundamental goal of a performance review is to improve the subordinates performance. A review will influence a subordinate's performance for a long time, which makes the activity one of the manager's highest-leverage activities. Thus great care needs to be taken in the preparation and delivery of a performance review.
After finishing reading through the book, I immediately started re-reading it. In the forward by Ben Horowitz, he writes
"First, in as little as one sentence, it lucidly explains concepts that require entire books from lesser writers. Second, it consistently uncovers brand-new management ideas or finds new insights into old standards. Finally, while most management books attempt to teach basic competency, High Output Management, teaches the reader how to be great."
I think that's a really good summary. The first sentence is worth highlighting though. This book contains a ton of wisdom in 230 pages. If there's a flaw with the book, it's that it's too dense with wisdom. It's like an amazing teacher has condensed a full two-year Stanford MBA program into one small book. It is NOT a page turner (though he's a fine writer). There is so much in each page that you need to take breaks to think over what you just read before moving on.
Regarding the forward, you can skip it the first time through. I think it's more useful as a summary review after reading through the book once.
I bought the audio as well as the paperback so I could reference the critical parts later.
1) His belief of an output-oriented approach to management
2) work is pursued in teams, and
3) team will perform well only if peak performance is elicited from individuals that compose it
He emphasizes the importance of judging managers based on the output that they achieve, which is an accumulation of the outputs of the people that work for them. He also focuses on the importance of continuing to improve yourself and strive to be better. He rightly points out that nobody owes you a job. This simple fact is desperately needed in today's victim-hood culture and blame it all on the rich mentalities.
He goes into detail about manufacturing processes and uses simple analogies to demonstrate his point. He also points about the pros and cons of being decentralized versus centralized, and gives several helpful practical strategies on topics such as giving reviews to ways to maximize your time.
Grove's success is undebatable. This book shows his underlying philosophy of individualism and optimism was key in shaping the man he was and everything he achieved. Highly recommend for anyone who manages anything or even just interacts with people. So unless you literally live in a cave, this book will be a benefit.
Top reviews from other countries
During his tenure at Intel Corporation, he described the different reorganisations that the company went through, with the only one which was effective - which just about every large company or enterprise that he knew was organised was in a hybrid form, which consisted of mission-oriented departments. This reminding me of product lines.
Although it was published over 25 years ago, the management practices are timeless, where Grove touches on the negative impact of 'managerial meddling' (disempowerment) and he talks about productivity, work simplification and leverage with the goal to work smarter, not harder!
As Grove says "..the single most important sentence of this book: The output of a manager is the output of the organisation units under his or her supervision or influence".
The key to survival is to learn to add more value, which is ultimately what this book is about.
A classic book on management, which I'd recommend.
Reviewed in the United Kingdom on April 24, 2021
During his tenure at Intel Corporation, he described the different reorganisations that the company went through, with the only one which was effective - which just about every large company or enterprise that he knew was organised was in a hybrid form, which consisted of mission-oriented departments. This reminding me of product lines.
Although it was published over 25 years ago, the management practices are timeless, where Grove touches on the negative impact of 'managerial meddling' (disempowerment) and he talks about productivity, work simplification and leverage with the goal to work smarter, not harder!
As Grove says "..the single most important sentence of this book: The output of a manager is the output of the organisation units under his or her supervision or influence".
The key to survival is to learn to add more value, which is ultimately what this book is about.
A classic book on management, which I'd recommend.