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. He is the Chief Spiritual Officer of the Ken Blanchard
Companies, an international management training and consulting firm that he and his wife , Marjorie Blanchard, cofounded in 1979 in San Diego, California. He has the ability to masterfully communicate ideas. His caring nature exudes through his intellectual speeches that often have audiences feeling as if he is speaking to each individual person rather than
Entire group. * Dr. Spencer Johnson is the Chairman of Candle Communications Corporation, and an active author, publisher, lecturer and communications consultant. He has written more than a dozen books dealing with medicine and psychology.

Dr. Johnson’s education includes a degree in psychology from the University of Southern California, an M.D. degree from the Royal College of Surgeons in Ireland, and medical clerkships at Harvard Medical School and the Mayo Clinic.

“The One Minute Manager” is more than a book; which includes, a genre of Motivation and Leadership , because , it shows Motivational Genre by introducing the democratic manager , and shows Leadership Genre by introducing the Autocratic Manager, which is seen in the book “ The One Minute Manager” which 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 main theme of the book is to “train” your workers to effectively complete their tasks/goals by using one minute goal
Setting , one minute praise and one minute reprimands.
One Minute Goal Setting
Agree on goals (no more than half a dozen) with workers. Write each goal on a separate piece of paper. From this workers can know exactly what is exactly expected of them and will rarely come to the boss with the problems. They know they are hired to solve them.
One Minute Praisings
Workers should re-read the goals frequently as a means of ensuring performance matches expectations. They should also provide detailed records for the progress of the manager. This is not so that the manager can breath down their neck, but so he or she can ‘catch workers doing something right’. This allows for ‘one minute praisings’, which provide immediate and specific positive feedback on actions undertaken.
One Minute Reprimand
If a person has the skills to do something right and it is not done
Right, the manager will provide a ‘one minute reprimand’. This
Stern rebuke is of the action or behaviour, not the person, and the manager will express the consternation that it is not upto the workers usual high standards. After the reprimand, the manager reminds the person workers how much they are valued.
There are two half in reprimanding an Employee:-

i) First Half:

When a mistake is observed an immediate reprimanding is necessary, telling people what they did wrong very specific and mentioning the feeling which they felt bad about that mistake to the employee by Manager will directly attack the behaviour of the employee not the employee as a human.

ii) Second Half:

Coming over and making contact, putting his hand on employee’s shoulder or briefly touching in a friendly way and making the eye-contact and telling that how much he values the employee and reaffirming that he thinks bad about the Behaviour not as a person will tempt the employee to work very careful in the future when he does the same work.

The author argues that this method is more effective than simply hiring someone, giving them a job description and then giving them an annual review. He uses an analogy of a bowler bowling a strike. The bowler feels accomplishment when he sees how many pins he has right away. The feedback is immediate and it is obvious. If the bowler bowls but an imaginary paper is blocking his view of the pins and all he hears is the strike, then how does he know what just happened; did he do well or poorly? In the same way, if we don’t let our workers know they are doing a good job or even doing a bad job and you just evaluate them once a year, they will show about the same enthusiasm as the bowler who ‘bowls in the dark’.
Author’s Main Argument is that “ 80% of your really important results will come from 20% of your goals” and I am AGREE with this argument , because this Pareto’s Principle reminds you to focus on the 20 percent that matters. Of the things you do during your day, only 20 percent really matter. Those 20 percent produce 80 percent of your results
“The most important use of the 80/20 rule is defining the “core” of your job.”

The authors write that, as a manager, there are three choices when it comes to getting the most out of an employee:
1. First, Hire winners. They are hard to find and they cost money.

2. Or, second, if can't find a winner, you can hire someone with the potential to be a winner.
Then by systematic training, tend person to become a winner
3. If not willing to do either of the first two, then the third choice left is prayer (pray to god for the people, whom are hired, to perform).They suggest that option 2 is best. However, isn't it ironic that most companies spend 50% to 70% of their money on people’s salaries. And yet they spend less than 1% of their budget to train their people. Most companies, in fact, spend more time and money on maintaining their buildings and equipment than they do on maintaining and developing people?

I suggest this book should be read by all Managers:

a. The difficulties mentioned in this book when the above mentioned steps are not followed are practically seen by me when I was working in AXIS BANK , as an employee. Without proper discussion of job responsibilities with my Manager had given me difficulties in completion of work well before the time.
The awareness of the freedom in work, tackling the crisis and refraining the employee from future happening of that crisis in a way that wouldn’t hurt the feelings is well said in this book

b. Book has achieved its Goal because ,
According to Blanchard's website, it has sold more than 13 million copies and has been translated into 37 languages.

c. I would say that this is a good starting point for us in the classroom to become good one minute managers.

Even I, recommend this book to be read by future Managers too, so that they can provide comfort zone for the peoples under them and that would be reflected in the productivity of the firm.