THE ONE MINUTE MANAGER by Kenneth Blanchard. William Morrow, 1982
The "ABC's" in the Summary Chart represent the Activator, Behavior,
and Consequences of a librarian's work "performance" or "products."
This book explains "WHY" the following three simple techniques work:
(1) One Minute Goal-setting; (2) One Minute Praisings; and (3) One
Minute Reprimands.
The book also explains "HOW" to apply those good management techniques.
In addition, the book can teach you that the quickest way to increase
your productivity, profits, satisfaction, and/or personal prosperity is by providing consistent
predictable positive reinforcement for desirable work behavior, if you are a
manager, or by getting it, if you are a subordinate librarian!
The ideas in this book constitute a revolutionary modern management method that
has produced results for all organizations which have used it since it was first published
in 1982. This small but very profound book has demystified practical
management techniques so you may benefit --- if you choose!
Chapter 3) The First Secret --- "One Minute Goals" (p25)
The first and foremost concept of the philosophy of the "One Minute Manager" is
the creation of "One Minute Goals."
The "One Minute Manager" concept always makes it clear WHAT your
responsibilities are as an employee and for what you should be held accountable as a supervisor. (p27)
Once the "One Minute Manager" has decided what needs to be done and the subordinate
librarian agrees with what needs to be done, they collaborate on creating a
"Duty Statement" that includes specific measureable duties and related tasks.
Each duty or major goal is recorded on a single page or less!
The "Work Standards" for work duties and related tasks (the work goals and the
plans for achieving them) must list specific quantitative measures that will
be used to rate each subordinate librarian.
Each "Rating Standard" or criterion that describes each "Duty"
and related "Task" should take less than 250 words to express.
Also, the second essential component of the "One Minute Manager" philosophy
of management is that a subordinate employee must be able to read and comprehend the explanation within one minute.
The "One Minute Manager" keeps a copy and the subordinate librarian keeps a copy
so everything is clear and progress can be checked regularly. A one
page statement should be created for each separate duty or work goal
in order to "OBJECTIVELY" substantiate each subordinate librarians"
accomplishments during the evaluation year. This puts an "objective"
focus on the significance of each assigned duty and related task in the context
of all others for which the subordinate librarian is responsible. (p28)
Thus, both the manager (or "supervisor") and the subordinate librarian "know"
what is "expected" of them professionally from the beginning. This method of "objectively" recording work performance results can decrease
the impact of "subjective" personality differences.
Therefore, there should be no surprises in an "annual" Performance
Evaluation due to excessively "subjective" and previously
unspecified imaginary rating standards in the mind of a supervisor!(p29)
OTHER KEY CHAPTERS
4) One minute goals --- summary (p34)
5) The second secret --- one minute praisings (p36)
6) One minute praisings --- summary (p44)
7) The appraisal (p47)
8) The third secret --- one minute reprimands (p50)
9) One minute reprimands --- summary (p59)
11) Why "one minute" goals work (p65)
12) Why "one minute" praisings work (p76)
13) Why "one minute" reprimands work (p86)
14) The new "One Minute Manager" (p99)
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