This presentation is about The one minute manager novel. Topics covered are - Why i have chosen this book, about the authors, Introduction, two types of managers, secrets of one - minute manager, 1st secret, benefits of 1st secret, the one minute goal works well when, 2nd secret, benefits, the one minute praising works well when, 3rd secret, benefits, the one minute reprimand works well when, game plan, conclusion

1. BY - K ENNETH B L A NCHARD, S PENCER J OHNSON
Submitted By –
Aayushi Chhabra
160801001
MBA – 1st Trimester (2016 – 2018 Batch)

2. A manager’s job has always been considered a very hard job that is time taking and attention demanding
to accomplish but this book claims it can be done in and around 1 minute.
The book is titled THE ONE MINUTE MANAGER and it states to have the trademark of: 01 symbol as seen
in the cover.
"The One Minute Manager" is a book for finding a balance between being an autocratic manager, who
cares only about the results, and a democratic manager, who cares only about the people. The lessons
are imparted in the form of an interesting parable about a young man who has set out looking for
excellent management skills. In his search, he meets the One Minute Manager, a willing mentor who
seems to have things well in control and plenty of time on his hands.
The book is inked by Ken Blanchard and Spencer Johnson. It is well justified as the cover depicts that it is
more than a million copy bestseller.

3. Kenneth Hartley Blanchard is an American author and management expert. His book The One Minute
Manager has sold over 13 million copies and has been translated into 37 languages.
Blanchard is the “chief spiritual officer” of The Ken Blanchard Companies, an international
management training and consulting firm. He presently serves as a professor of leadership and
organisational behaviour at university of Massachusetts, Amherst and he is also a member of the
national training laboratories (NTL).
Spencer Johnson received a B.A. degree in psychology from the University of Southern California in
1963, and his M.D. from the Royal College of Surgeons in Ireland. He is the chairman of Candle
Communications Corporation, and an active author, publisher, lecturer and communications consultant.

4. THE ONE MINUTE MANAGER is an easily read story which quickly shows you three very practical
management techniques.
The book unfolds a journey of a young man with a quest to find an effective manager. His search
had taken him over many years to the far corners of the world. He spoke with many managers:
with government administrators and military officers, construction superintendents and
corporate executives, university presidents etc. with men and women—young and old. But he
was never pleased with what he saw. The managers who were interested in results often
seemed to be “autocratic,” or “democratic.” It was just being half a manger. He thought of an
effective manager being one capable to balancing both. He has to manage himself as well as
the people he works with so that both the organization and the people profit from his presence.
By the book’s end you will also know how to apply them to your own situation. The book is brief,
the language is simple and best of all.

5. AUTOCRATIC MANAGER DEMOCRATIC MANAGER
 They always keep on top of the situation.
 They are participative, supportive and nice
individuals.
 They are hard-nosed, profit minded
individuals.
 They want to be more close to their
subordinates.
 Their organisations seemed to win while
their people lost.
 They give more importance to people
than results.
Young man wanted someone who can balance both – being autocratic and democratic.

6.  First Secret
 Second Secret
 Third Secret
The One Minute Manager doesn’t make decisions for others, rather encourage
them to take their own decisions.

7.  In most organisations when you ask people what they do and then ask their boss, all too
often you get two different lists.
 A goal, and its performance standard, should take not more than 250 words to express.
 That goal can be read within a minute. The manager and his subordinates both keep a
copy so everything is clear and so they can both periodically check the progress.
 80 – 20 % goal-setting rule: That is, 80% of your really important results will come from
20% of your goals. So you only do One Minute Goal Setting on that 20%

8.  No surprises – everyone knows what is expected from the beginning.
 Employee is responsible for solving his own problems and achieving the goals
he/she has set.
 When faced with a difficult situation, manager should encourage employee to
Think, Analyze, and Act on the problem,
 Both manager and employee will benefit
o Manager has more time to focus on his work.
o Employee learns how to think around problems and solve them.
 Positive impact on productivity, efficiency and self-development of personnel.

9.  Agree on your goals.
 See what good behaviour looks like
 Write out each of your goals on a single sheet of paper using less than 250 words.
 Read and re-read each goal, which requires only a minute or so each time you do it.
 Take a minute every once in a while out of your day to look at your performance, and
 See whether or not your behaviour matches your goal.

10.  It becomes a lot easier for you to do well, if you got crystal-clear feedback from the manager on
how you were doing.
 He wants you to succeed, and to be a big help to the organisation and to enjoy your work.
 The manager would try, therefore, to let you know in no uncertain terms when you were doing
well, and when you were doing poorly.
 He would stay in close contact with you.
 He would try to catch you doing something right.
 If you did something right then –
 He comes over and makes eye contact with you and usually puts his hand on your shoulder
in friendly way.
 He makes the eye-contact and tells in no uncertain terms that how he feels about it .
 Amazingly all that course doesn’t take more than a minute.

11.  By providing instant and sincere feedback, and praising, the employee will:
 Feel more please with their work
 Gain more confidence
 Try to continuously improve
 Develop a good relationship with their manager
 No surprises at time of Performance Review (PR)
 Why do some managers wait until the PR to assess employee performance?
 Timely feedback may correct behaviors and performance instantly and return better
results

12.  Tell them up front what you are going to let them know how they are doing.
 Praise people immediately
 Tell people what they did right – be specific
 Tell people how good you feel about what they did, and how it helps the rest of the team
 Stop for a moment of silence to let them “feel” how good you feel
 Encourage them to do more of the same
 Shake hands or touch people in a way that makes it clear that you support their success in
the organization

13.  He usually gives the reprimand as soon as you’ve done something wrong.
 Since manager doesn’t attack as a person – only behaviour – its’s easier not to become
defensive.
 If you did something wrong then –
 He comes to you and confirms the facts
 He might put his hand on your shoulder or may be just come around to your side of the
desk.
 He looks at you straight in the eyes and tell precisely what is wrong.
 Amazingly all that course doesn’t take more than a minute.

14.  Serve as a way to quickly respond and correct employee’s bad
performance.
 Manager does not wait until Performance Review to inform employee
 Employee realizes that Manager wants him to succeed

15.  Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms
 The first half of the reprimand:
 Reprimand people immediately, and in private
 Tell them what they did wrong – be specific
 Stop for a few seconds of uncomfortable silence to let them feel how you feel
 The second half of the reprimand:
 Shake hands, or touch them in a way that lets them know you are honestly on their side
 Remind them how much you value them
 Reaffirm that you think well of them, but not of their performance in this situation
 Realize that when the reprimand is over, it’s over

17.  The steps in this book are designed to help us achieve our goals and objectives
 Managers who care about their employees successes will inspire them to
perform at a higher level with enthusiasm.
 “People Who Feel Good About Themselves Produce Good Results”
 “Happy Employees are Productive Employees”