wildlifeprotection.info Personal Growth Ricardo Semler Maverick Ebook

RICARDO SEMLER MAVERICK EBOOK

Wednesday, August 14, 2019


Ships from and sold by wildlifeprotection.info Maverick: The Success Story Behind the World's Most Unusual Workplace Paperback – April 1, I bought this book because I read about Semco and what its boss had created. In year-old Ricardo Semler took over the reins of the company his father founded and built. Ricardo proceeded to break every rule of doing business. "The international bestseller that tells how Semler tore up the rule books - and and schedules Results Semco, the company owned by Ricardo Semler.


Ricardo Semler Maverick Ebook

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Maverick - Ricardo Semler - Download as PDF File .pdf), Text File .txt) or read online. Summary of ricardo Semler maverick. This book is highly recommended because it points the way to how companies in the future will be run. Ricardo Semler is truly a Maverick! His book is easy to. The following is a highlighted summary of the book, Maverick, published by Maverick. By. Ricardo Semler. To find a cure for time sickness, you first had to.

This is a radical book that will challenge the business world to make the seven-day weekend a reality.

Leia mais Leia menos. Detalhes do produto Capa dura: Portfolio 12 de abril de Idioma: He is known around the globe for championing his employee-friendly management style. Where did it go? One minute Saturday and Sunday formed an oasis for rest, relaxation, and rejuvenation. The next thing we know the cell phone is ringing, e-mail is piling up, and the fax machine is vomiting paper onto the floor. Paradise lost. Welcome to the seven- day workweek.

It can and, I believe, must happen. What you are about to read is a combination of a political manifesto, a business case history, and an anthropological study. We have to find a better way for work to work. The seven-day workweek is shaping up as a personal, societal, and business disaster.

The seven-day weekend approach is an alternative that bridges the gap between the airy theories of workplace democracy and the nitty-gritty practice of running a profitable business. A seven-day weekend, however pleasant a fantasy of endless strolls on the beach, will mix work time with personal time in new and possibly disconcerting ways.

But that definition is outdated. The traditional weekend and workweeks ended long ago.

This book faces that fact and explores ways of making work more fun, and of finding a balance between work and private passions, so both can be significantly gratifying. To do that, we must reorganize the workplace, both physically and culturally. Now Semco employs three thousand people working in three countries in manufacturing, professional services, and high- tech software.

But even now, I continue to hear that our experiments could never work anywhere else. Yet we go on proving that in redistributing the weekend across the workweek, our employees find balance and Semco makes money.

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In that regard alone, we are an excellent business case study. We fit neatly into any MBA examination of success. By definition a catalyst, usually an enzyme, initiates a reaction. The way I handle the role is by broaching weird ideas and asking dumb questions.

Like a good enzyme, I even offered to dial the number, too, since I was perched on the front edge of my desk, a favorite spot that allows me to get to my feet quickly to end meetings that start to drag. Would you ring his office please? My new friend, Arthur, agreed without pressing for details.

Now, standing in the cab rank at JFK Airport, having been stranded by a no-show limo driver, I experienced my latest pang of misgivings: Get serious, Ricardo.

I whisked through the revolving door and sailed straight past the security desk without stopping, affecting the bearing of a Rockefeller scion Rocky Ricardo?

I was pretty good at looking like I knew where I was going; guards rarely stopped me for ID or destination checks. Alas, those days are over in the United States. The elevator ride to the thirty-sixth floor gave me just enough time to review my predicament without triggering full-fledged qualms. Surrounded by hundreds of engineers, brokers, and high-end property managers, I was about to propose that Semco, a company with zero experience in real estate, join forces with the Rockefeller family to handle the nitty-gritty business of facility management in Brazil and the rest of Latin America.

I introduced myself to the receptionist and moments later was sitting on an opulent silk- covered sofa wondering if I had been wise to wear jeans and a blazer. The doubts about my attire were almost instantly reinforced when into the office suite strode Arthur Mirante II, tall and stylishly draped in an elegant, Italian-designer suit that reeked of many fittings by cadres of attentive artisans.

His firm handshake and warm, open smile put me at ease. I reminded myself that I was supposed to be having fun and so, presumably, was he.

(ebook) Summary: Maverick

I noticed that he gave my jeans a quick sideways glance of appraisal. We bantered a few moments about not usually setting up meetings based on a three-minute phone call, or flying ten hours on the same flimsy pretext, and then quickly got down to business. It mainly supports our other real estate interests.

I confessed that my knowledge of real estate started and ended with buying my home. With that the executive shrugged and took me to see his facility management people. Arthur agreed, we shook hands, and off I went in a hurry to pick up tickets to the New York Philharmonic, have lunch with the writer Peter Carey, and hit the legendary Strand bookstore for three hours of browsing their stock of used and remaindered books.

That was April of Why am I telling you this story, much less starting a book with it? Talk about an odd couple! Semler, the year-old CEO, or "counselor,'' of Semco, a Ricardo Semler. How would you like to work in a company that has no receptionists, secretaries, standard hierarchies, dress codes, or executive perks How would you like to work in a company that not only breaks all the rules, but succeeds? Can't be done, you say? In year-old Ricardo Semler took over the reins of the company his father founded and built.

Ricardo proceeded to break every rule of doing business, firing an entire echelon of upper-level managers. And so one worker would shovel coal out of a bin into a pile, and another would shovel it out of the pile, carry it a few feet and dump it into another pile, and still another would shovel it from that second pile onto a conveyor belt.

(ebook) Summary: Maverick

And all three labored under the watchful eyes of a foreman. All these bosses have to keep themselves occupied, and so they constantly complicate everything. Public salaries are a strong disincentive to be conspicuously greedy. Our idea was to agree on our common goal, then let our employees loose to achieve it. Any alley cat can stay lean when food is scarce; the trick is to stay lean during the good times.

But how many businesses have lost their way as they grew? Henry Ford was so fond of verticalization he raised trees to make the sideboards of this Model Ts, bought iron mines and cargo ships, even searched the Amazon for a site for rubber plants for tires.

Freed from the distractions of manufacturing, we can concentrate on designing, engineering, and assembling better products.

Growth through acquisition is exciting, glamorous, and ulcer inducing. The company you buy is not very similar to the one you thought you were buying, and never like what they told you. Buying small, family firms is a certain way to skip the ulcers and go straight to bypass surgery. Henry Ford may be known as the man who pioneered the manufacture of automobiles even though other companies were making them, on a smaller scale , but he was also a hardheaded dictator who had to dismiss thousands of workers because he mistakenly insisted on continuing the Model T well after its market evaporated.

But while most CEOs insist that they enjoy 70 percent of 80 percent of their jobs, I suspect a more accurate percentage is about 30 percent.

There are so many meetings, phone calls, boring luncheons, administrative headaches.

All we have done is accelerate our malfunctions and increase the intensity of our miscommunications. Let me propose a new definition: the truly modern company avoids an obsession with technology and puts quality of life first.

A few did cash in, trading their companies for a chance to realize dreams of an island, a sailboat, and maybe even golf every day. But by the time the second session at Harvard came along a few of these liberated souls were already a bit bored. And by the third session nearly all those who had sold their businesses had started or acquired new one ones and were happily back on the job.

They were never in business for the money. By all means establish and promote a common goal, but recognize divergence and let people determine their own ways of achieving it.Popular in Law. So we'll have a seven day workweek AND a seven day weekend. Satellite units were encouraged throughout Semco. But there will be few companies that can afford to ignore either of them. Alas, those days are over in the United States. Neil LaChapelle. If you order multiple items and they are not all in stock, we will advise you of their anticipated arrival times.

Henry Ford may be known as the man who pioneered the manufacture of automobiles even though other companies were making them, on a smaller scale , but he was also a hardheaded dictator who had to dismiss thousands of workers because he mistakenly insisted on continuing the Model T well after its market evaporated. And all three labored under the watchful eyes of a foreman.

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