Prime logo Prime members: New to Audible?
Get 2 free audiobooks during trial.
Pick 1 audiobook a month from our unmatched collection.
Listen all you want to thousands of included audiobooks, Originals, and podcasts.
Access exclusive sales and deals.
Premium Plus auto-renews for $14.95/mo after 30 days. Cancel anytime.
The Transactional Manager  By  cover art

The Transactional Manager

By: Abe Wagner
Narrated by: Joseph R. Durika
Try for $0.00

$14.95/month after 30 days. Cancel anytime.

Buy for $19.95

Buy for $19.95

Pay using card ending in
By confirming your purchase, you agree to Audible's Conditions of Use and Amazon's Privacy Notice. Taxes where applicable.

Publisher's summary

The most difficult and lingering problems that arise within organizations do not result from lack of some commodity such as money, machinery, materials, time, ideas, or expertise. If we follow a particular problem back to its roots, we often find that it is actually a "people problem". Somewhere along the line, somebody is angry, resistant, needy, passive, unthinking, obstructive, or in pain.

The problem stems from the ineffective way that this individual (or group of individuals) is dealing with feelings, conflicts, and stress. Many organizations try to solve their "people problems" by manipulating commodities (buying a new piece of equipment, putting on an extra shift, adding or dropping a product, and so on) rather than by paying attention to what is going on with the people in the organization. In short, they treat the symptom rather than the cause.

If manipulating the commodities happens to make things go better for the people involved, the problem may be solved; if it doesn't, the problem will persist, or worsen, or simply take another form. Clearly, it would be more efficient to first investigate the underlying "people problem" before investing time, money, and energy in a "solution" that may or may not bring the desired results.

Many of these "people problems" are quite subtle. Few subordinates are willing to be in open is agreement with their supervisors, and fewer still are overtly obstructive. Instead, people "make mistakes", "have accidents", "misunderstand", "can't", spin their wheels, waste time, get sick, fail to cooperate with one another, and so on. Supervisors often cope with stress in these same ineffective ways, and many are unwilling to confront the inappropriate behavior of their supervisees.

©1992 Abe Wagner (P)2017 Lifetime

What listeners say about The Transactional Manager

Average customer ratings
Overall
  • 4 out of 5 stars
  • 5 Stars
    1
  • 4 Stars
    0
  • 3 Stars
    1
  • 2 Stars
    0
  • 1 Stars
    0
Performance
  • 4 out of 5 stars
  • 5 Stars
    1
  • 4 Stars
    0
  • 3 Stars
    1
  • 2 Stars
    0
  • 1 Stars
    0
Story
  • 4 out of 5 stars
  • 5 Stars
    1
  • 4 Stars
    0
  • 3 Stars
    1
  • 2 Stars
    0
  • 1 Stars
    0

Reviews - Please select the tabs below to change the source of reviews.

Sort by:
Filter by:
  • Overall
    3 out of 5 stars
  • Performance
    3 out of 5 stars
  • Story
    3 out of 5 stars

too short for me. gives an introduction to TA

I like the info but the writer doesn't take the effort to go deep enough. Also more real company implementation examples are welcome

Something went wrong. Please try again in a few minutes.

You voted on this review!

You reported this review!