---
product_id: 1609401
title: "High Output Management"
price: "₹ 2149"
currency: INR
in_stock: true
reviews_count: 13
url: https://www.desertcart.in/products/1609401-high-output-management
store_origin: IN
region: India
---

# High Output Management

**Price:** ₹ 2149
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- **What is this?** High Output Management
- **How much does it cost?** ₹ 2149 with free shipping
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## Description

In this legendary business book and Silicon Valley staple, the former chairman and CEO of Intel shares his perspective on how to build and run a company. A practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work. "An organizational Baedeker for managers at all levels. . . . A highly credible handbook for organizing work and directing and developing employees." — The New York Times The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. Born of Grove’s experiences at one of America’s leading technology companies (as CEO and employee number three at Intel), High Output Management is equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance. "Generous enough with advice and observations to be required reading." — The Wall Street Journal

Review: ABC's for managers - High Output Management provides a comprehensive overview of a managers role and purpose. The book focuses around a central thesis that a manager's objective is to increase the output of the work of those below and around him. A manager should therefore choose high-leverage activities that have a multiplicative impact on the overall output of his subordinates and peers. For example, providing clear direction to a team may only require a small amount of the manager's time, but yields tremendous value in terms of the output of the team. This book is great for both new and experienced managers since it provides valuable frameworks and strategies for all kinds of common managerial tasks. Below are the core topics covered in this book: * Delegation - In order to maximize leverage, a manager needs an optimal number of subordinates to whom he can delegate to. Successful delegation provides lots of leverage, whereas poor delegation ends up netting no leverage since it turns into errors and micro-management. * Meetings - Meetings are extraordinarily expensive to a company. There are three types of recurring meetings: one-on-one's, staff meetings, and operational reviews. Each of these meetings should have a clear framework for maximizing value and minimizing time-waste. There are also one-off meetings centered around making a particular decision - such meetings should be especially carefully planned and executed since they are often scheduled ad-hoc without a clear purpose and with too many participants. * Making decisions - When making decisions, there's a fragile power dynamic that needs to be carefully handled. Managers should facilitate free and open discussion amongst all parties until a consensus emerges. In cases where a consensus does not emerge naturally, the manager should push for a decision. * Dual reporting - Dual reporting is inevitable in most large organizations. Consider advertising: should each division of a company decide and pursue its own advertising campaign, or should all of it be handled through a single corporate entity? The optimum solution calls for the use of dual reporting where each division controls most of their own advertising messages but a coordinating body of peers consisting of the various divisional marketing managers chooses the advertising agency and creative direction. * Motivating employees - Our society respects someone's throwing himself into sports, but anybody who works very long hours is regarded as sick or a workaholic. Imagine how productive our country would become if managers could endow all work with the characteristics of competitive sports? Eliciting peak performance means going up against something or somebody, and turning the workplace into a playing field where subordinates become athletes dedicated to performing at the limit of their capabilities. * Performance reviews - Performance reviews are easily mistaken as simply a way to assess performance and evaluate compensation. The fundamental goal of a performance review is to improve the subordinates performance. A review will influence a subordinate's performance for a long time, which makes the activity one of the manager's highest-leverage activities. Thus great care needs to be taken in the preparation and delivery of a performance review.
Review: Concise and Informative - It is hard for me to understand how anyone could give this book less than 5 stars but I respect the opinions of others. Of all the business books and management books I have read, this is an essential read if you are trying to grow to a medium or large organization with a desire to manage it well. In fact, great books such as The Hard Thing About Hard Things and The Road Less Stupid both reference Andy Grove and this book specifically because it was so influential in shaping the successful CEOs that wrote those books. If you are running a small business with 1 or 2 employees, you don't need to read this. This book deals with complicated matters pertaining to organizations at scale, however; the content is concise and very practical, even after all of these years. Problems I have contemplated seem easy to tackle after reading this book.

## Technical Specifications

| Specification | Value |
|---------------|-------|
| Best Sellers Rank | #3,207 in Books ( See Top 100 in Books ) #19 in Entrepreneurship (Books) #30 in Business Management (Books) #46 in Leadership & Motivation |
| Customer Reviews | 4.6 out of 5 stars 5,772 Reviews |

## Images

![High Output Management - Image 1](https://m.media-amazon.com/images/I/9160TSMK0yL.jpg)

## Customer Reviews

### ⭐⭐⭐⭐⭐ ABC's for managers
*by A***A on February 20, 2015*

High Output Management provides a comprehensive overview of a managers role and purpose. The book focuses around a central thesis that a manager's objective is to increase the output of the work of those below and around him. A manager should therefore choose high-leverage activities that have a multiplicative impact on the overall output of his subordinates and peers. For example, providing clear direction to a team may only require a small amount of the manager's time, but yields tremendous value in terms of the output of the team. This book is great for both new and experienced managers since it provides valuable frameworks and strategies for all kinds of common managerial tasks. Below are the core topics covered in this book: * Delegation - In order to maximize leverage, a manager needs an optimal number of subordinates to whom he can delegate to. Successful delegation provides lots of leverage, whereas poor delegation ends up netting no leverage since it turns into errors and micro-management. * Meetings - Meetings are extraordinarily expensive to a company. There are three types of recurring meetings: one-on-one's, staff meetings, and operational reviews. Each of these meetings should have a clear framework for maximizing value and minimizing time-waste. There are also one-off meetings centered around making a particular decision - such meetings should be especially carefully planned and executed since they are often scheduled ad-hoc without a clear purpose and with too many participants. * Making decisions - When making decisions, there's a fragile power dynamic that needs to be carefully handled. Managers should facilitate free and open discussion amongst all parties until a consensus emerges. In cases where a consensus does not emerge naturally, the manager should push for a decision. * Dual reporting - Dual reporting is inevitable in most large organizations. Consider advertising: should each division of a company decide and pursue its own advertising campaign, or should all of it be handled through a single corporate entity? The optimum solution calls for the use of dual reporting where each division controls most of their own advertising messages but a coordinating body of peers consisting of the various divisional marketing managers chooses the advertising agency and creative direction. * Motivating employees - Our society respects someone's throwing himself into sports, but anybody who works very long hours is regarded as sick or a workaholic. Imagine how productive our country would become if managers could endow all work with the characteristics of competitive sports? Eliciting peak performance means going up against something or somebody, and turning the workplace into a playing field where subordinates become athletes dedicated to performing at the limit of their capabilities. * Performance reviews - Performance reviews are easily mistaken as simply a way to assess performance and evaluate compensation. The fundamental goal of a performance review is to improve the subordinates performance. A review will influence a subordinate's performance for a long time, which makes the activity one of the manager's highest-leverage activities. Thus great care needs to be taken in the preparation and delivery of a performance review.

### ⭐⭐⭐⭐⭐ Concise and Informative
*by C***S on July 20, 2020*

It is hard for me to understand how anyone could give this book less than 5 stars but I respect the opinions of others. Of all the business books and management books I have read, this is an essential read if you are trying to grow to a medium or large organization with a desire to manage it well. In fact, great books such as The Hard Thing About Hard Things and The Road Less Stupid both reference Andy Grove and this book specifically because it was so influential in shaping the successful CEOs that wrote those books. If you are running a small business with 1 or 2 employees, you don't need to read this. This book deals with complicated matters pertaining to organizations at scale, however; the content is concise and very practical, even after all of these years. Problems I have contemplated seem easy to tackle after reading this book.

### ⭐⭐⭐⭐ A great primer for middle managers
*by J***. on January 1, 2012*

I'm a Vice President at a small public company, and I've been managing people for over ten years, and have an MBA from a top ranked business school. Still, I wish I had read this book when I first started managing people. This certainly appears to me to be a book written by Andy Grove for his own managers at Intel, and I found it interesting to see how he thinks about management. Not surprisingly, he has a very pragmatic, operational view of what good managers do, and he presents a comprehensive guide for all the basics. His whole orientation is that managers are responsible for the total output of their teams, and his focus is always on accomplishments and outputs, not activities. Topics that are included - Looking at your operations and finding the bottle necks - How to monitor and check your processes for high quality and high output - How managers should spend their time, run team meetings, and stay in touch with subordinates through one on ones - How to hire, coach, and provide feedback to build your team What you won't find in this book - How to think about strategy - Competitive advantage - Building a brand - Competitive analysis The book has been around for a while, and it's not a trendy management book. There is no new catch phrase or research based on fMRI or paradigm shift. There is nothing sexy or trendy. But it is a very solid introduction from someone who has proven to be among the best at managing. This is one of the great CEOs of our times, and I brilliant mind, passing along what he wants his managers to know. I think that many managers could vastly improve their performance if they studied and mastered the basics covered here rather than the nifty new concept from the latest HBR.

## Frequently Bought Together

- High Output Management
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- Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company

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*Last updated: 2026-05-30*