EMPLOYEES
by Anne Bruce and James S. Pepitone
Table of Contents
Chapter 1. Motivation: It's an Inside Job
Motivation: Intrinsic and Extrinsic Three Most Common Forms of Motivation
Relationships: A Key to Better Performance
Manager's Checklist for Chapter 1
Chapter 2. Working with Human Nature
Why, What, When, and How Things Happen
The Concept of Theory X and Theory Y
Human Needs and Response
Human Nature at Work
Manager's Checklist for Chapter 2
Chapter 3. Encouraging Entrepreneurial Thinking
Make Everyone Feel Like Business Partners
Five Steps to Creating Entrepreneurial Thinkers
Help Your Employees Feel As If They Own the Business
Manager's Checklist for Chapter 3
Chapter 4. Linking Motivation to Performance
What Is "Performance"?
Eight Steps to Help Employees Achieve Higher Performance
Expect the Best—and Don't Let It Surprise You
Performance: Drive and Direction
Manager's Checklist for Chapter 4
Chapter 5. Helping Employees Accept Responsibility for Motivation
Motivating People with Responsibility and Authority
Let People Be Powerful
Redefining the Manager-Employee Relationship
Helping Employees Take Responsibility for their Own Motivation
Encourage Accountability
Why Do Any of Us Do What We Do?
Manager's Checklist for Chapter 5
Chapter 6. A Matter of Hope and Trust
A Profound Message About Human Potential
Trust Your Employees
Reinforcing Hope and Trust
Let Your Employees Run the Show
Inspiring Vision
Manager's Checklist for Chapter 6
Chapter 7. Fun and Motivation
Physiological Benefits of Humor
Fun: An Effective Organizational Strategy
Making Work More Enjoyable
Manager's Checklist for Chapter 7
Chapter 8. Attacking the De-motivators
You Can Motivate or De-motivate
Fighting De-motivators
Step 1: Hire the Best
Step 2: Retain the Best
Step 3: Give Employees Honest Feedback, Praise, and Encouragement
Step 4: Build Employees' Confidence
Manager's Checklist for Chapter 8
Chapter 9. Clear the Path to Employee Performance
Thinking in Terms of the System
The Human Side of Operations
Developing Insight into Your Business System
Adapting to the System
Changing the System
Caring for the System
Challenge: Understand and Improve the System
Manager's Checklist for Chapter 9
Chapter 10. Inspiring Motivated Teamwork
The Human Side of Teamwork
Lead Them from the Heart
Teambuilding: What's Love Got to Do with It?
Why the Emphasis on Teams?
Managing Self-Directed Teams
Teams, Teams, Teams
Manager's Checklist for Chapter 10
Chapter 11. Unleashing the Potential for Synergy
Team Members Develop the Potential in Others
Benchmark to Inspire Synergy
Use All Those Brains Around You
Rejuvenate for Synergy
Increase Energy and You Increase Synergy
Working Together
Manager's Checklist for Chapter 11
Chapter 12. Getting It All Together
It's Either Motivation or Mediocrity
Employee Development: The Challenge
Organize a Coaching Program
Prepare Employees for Change
You Can Be a Motivating Manager!
Manager's Checklist for Chapter 12
About Anne Bruce and James Pepitone
Anne Bruce is a nationally recognized keynote speaker and workshop leader. She is the recipient of the Sacramento Metropolitan Chamber of Commerce Businesswoman of the Year Award and in 1994 her national marketing and training firm as winner of the prestigious Arthur Andersen Fast Track 25 Award. Anne has instructed programs at both Harvard and Stanford law schools. She has worked with companies such as Southwest Airlines and The Southern Company. Visit her Web site at www.annebruce.com.
Jim Pepitone is a veteran management consultant of 20 years who has worked with many of the world's leading companies. Fortune 500 executives consider Jim an authority in human systems design and have dubbed him the "architect of high performance work." Jim is chairman and CEO of Pepitone Berkshire Piaget Worldwide, based in Dallas, Texas, and is a pioneer in the technology of human performance improvement. You can visit Jim's Web site at www.pepitone.com.
3010 Irvington Way
Madison, WI 53713-3414
Phone: 608 273-3710
Fax: 608 274-4554
jwoods@cwlpub.com
Return to the CWL Publishing
Enterprises Home Page