The text begins with a quiz “Does this sound like where you work?” The answer will probably be yes, because the questions deal with the basic problem inherent in all human organizations, the gap between ideals and practice. After it is established that one’s organization needs to learn GMP, the book presents the basics, which include the principle itself, stated and expanded upon.

The second part deals with strategy. In ten chapters, Michael LeBoeuf, a professor of management at the University of New Orleans, addresses the problems posed by the quiz and presents a numbered, step-by-step method for dealing with each problem. Exercises teach one how to reward risk-taking instead of risk-avoiding and quality work instead of fast work.

The third part consists of ten “Action Plans” that tell the manager how to reward. Specific exercises help one to find the answer to three crucial questions: “What behavior do I want?"; “How will I recognize it?"; and “How will I reward it?” Sample plans tell how to manage subordinates and, if appropriate, one’s boss. The text ends with a short summary of the Greatest Management Principle and a request for the reader’s favorite ways to solve problems with GMP.

Do the chief rewards for which employees work always correspond to the reward system that management has fostered? Of course not. Though management may be rewarding glibness and self-promotion, there will always be some employees who will do important tasks well solely for their own personal satisfaction. This makes LeBoeuf’s GMP no less valid, however, because these few self-motivated people are never enough to ensure a company’s success. GMP should be included as a part of every manager’s