Summaries and Customer Reviews are supplied by Amazon.com

The One Minute Manager, published in 1982, took the world by storm. More than 13 million copies have been sold in this country and it has been translated into more than 25 languages, making it one of the most influential books about business management ever written. The second book in this record-breaking series, Putting the One Minute Manager to Work, turns the three secrets of One Minute Management into day-to-day skills and shows how they work in real-life situations. By going straight to boardrooms and assembly lines for their examples, the authors put the One Minute concepts into working systems that directly affect a company's bottom line. Here is the next step in the revolutionary, simple, and uniquely effective system that is changing how the world runs business.

Average Customer Rating:

Stick with The 1 Minute Manager	Customer Rating:
The One Minute Manger was great but this title fell well short. I was disappointed and will not add this book to my required reading list for my direct reports.

Concise, pragmatic advice	Customer Rating:
Concise, pragmatic advice on management practices: goal setting, praise, reprimands. This book serves as a great reminder that you don't have to have a PhD, or read every tome on leadership and management to be successful - more often than not, little changes can make a significant impact. An easy read, and one worth revisiting every once in a while.

Good re-read. Always a good refresher course.	Customer Rating:
This book keeps management principles in its simplist form. I have given these books to many managers over the years to help them understand and learn the basic principles of management. A great read!!!!

The orginal book changed my life	Customer Rating:
This book is about so much more than management. I applied the principles to all areas of my life years ago and what a difference it made. I highly recommend this as a wonderful addition to your must read list. This book gave me easy ways to apply the concepts to my life.

Better than the first, but still little meat

Customer Rating:

I read this book in an MBA course taught by one author. Both are "executive coaches", meaning they counsel well-paid CEO's. Nice shtick if you can burrow in. They cannot be mentors since neither has real work experience and they aren't real academics. Lorber spends less than 1 day/wk at UCD, mostly lending his Organization Behavior aura. The methods discussed are necessary, but hardly sufficient. A competent manager should walk the floor, pat people on the back, discuss short-term goals, and give regular performance reviews. However, managers must also be very competent, which usually requires rising through the ranks. They should do more than shuffle papers and put on a show, although that can work in large bureaucracies. Psychology tricks may work in the short time to get employees to shoulder more of the company's obligations and risks, but over the long-term employees wise up. Managers must provide proper incentives, both financial and for professional/career advancement, otherwise their best people walk.