Official Review: Orchestrated Knowledge by Peter Leeson
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- daniya__shah3
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Re: Official Review: Orchestrated Knowledge by Peter Leeson
-Oscar Wilde
- Kat Berg
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I was quite disappointed about the errors. He spent a great deal of time talking about quality work, and how to achieve it, so it is more than a little ironic that his book was lacking in this way.
- Kat Berg
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The errors are, at times, big enough to hinder understanding, so it is a rather big deal. He is typically used to speaking, rather than writing, and there is more leeway when you are speaking, in regards to grammar. The errors would make me always give a caveat if I were to recommend it. Thanks for commenting.daniya__shah3 wrote: ↑15 Jun 2018, 14:16 This could have been a great leadership and management book given the editorial errors were minute. Grammatical errors can easily put off people from reading a good book.
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I love his exposition on happy employees and unhappy employees. Very instructive for managers.
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It seems like even though the book is not perfectly organized or edited, it still has a lot of useful information for people wanting the workplace to improve and be more productive. I especially liked that part of the technique to trust the employees and to make a happy environment for the employees to be happy and most productive. Some insights into why employees are not happy and how to effect change for better communication should be helpful for producing better quality products.Kat Berg wrote: ↑10 Jun 2018, 18:55 [Following is an official OnlineBookClub.org review of "Orchestrated Knowledge" by Peter Leeson.]
Part of this technique requires managers to trust the people they have hired to do the job they have been hired to do: Creating a high-quality product. A second aspect of this technique is to realize that happy employees create a much better product, while demoralized employees create diminishing returns. A third part of this technique is the realization that managers and leaders are working for their teams (not their shareholders), much like a car works to enable the tires to go where the car needs to go. Take away the tires (those who produce the product), and the car (the company, management, and leadership) goes nowhere. When you get these things right, your shareholders, your employees, and your customers will all be happy.