Management Basics

Note: Supplemental materials are not guaranteed with Rental or Used book purchases.

ISBN: 9781598697025 | 1598697021
Cover: Paperback
Copyright: 12/1/2007

Buy New

This is a hard-to-find title. We are making every effort to obtain this item, but do not guarantee stock.

$16.32

As a manager, you're judged by how well your team performs. So it's critical that you master the art of leadership as quickly as possible. In this practical, pragmatic guide, you'll acquire key executive skills, including how to: Set objectives, Motivate your team, Communicate effectively, Delegate responsibility, And more! Also included are completely new sections on: Management technologies, Management imperatives-for example, the Increased pace of change, Trends in more flexibility, creativity, and empowerment in management. Don't run the risk of losing ground. Armed with the 100+ tried-and-true methods in Management Basics, Second Edition, you'll lead your team to greatness-and solidify your position as a manager on the rise! Book jacket.

Foreword	p. ix
Introduction: Using this Book	p. xi
You're a Manager-Now What?	p. 1
What Is a Manager?	p. 3
The Function of Management: The 80:20 Rule	p. 4
From "Being Managed" to Manager	p. 5
Understanding the Corporate Culture	p. 6
Defining Your Role-Get Clear on What You Need to Do	p. 8
Setting Up Your Management Style	p. 9
Tips and Traps for Beginning Managers	p. 11
New Rules for Management	p. 13
How the Workforce Has Changed	p. 15
Labor Laws	p. 17
Multicultural Management	p. 19
Telecommuting and Virtual Management	p. 21
Creative People and Knowledge Workers	p. 22
Avoiding Legal Complications	p. 24
Goal Setting and Achievement	p. 29
What Is Goal Setting?	p. 31
Decide on Your Goals	p. 32
Keep Them Simple and Focused	p. 33
Concentrate on Results Rather Than on Activities	p. 34
Goals Should Hit Their MARC	p. 35
Prioritize for Maximum Effect	p. 36
Encourage Your Team to Suggest Their Own Goals	p. 37
Plan Only the 20 Percent	p. 38
Make Someone Responsible for Each Task, and Set a Deadline	p. 39
Spot the Bombs	p. 39
Prevent, Rather Than Fight Fires	p. 40
Control the Key 20 Percent of Tasks in a Plan	p. 41
Making Your Day More Productive	p. 43
Set a Good Example	p. 45
Urgent Is Not Necessarily Important	p. 46
Write It Down-And Make It Real	p. 47
Don't Rush Around Aimlessly-Organize a Routine Day	p. 49
Dealing with Office Politics and Interruptions	p. 50
Expect the Unexpected	p. 52
Avoid Playing Desk Chess	p. 52
Learn How to Say "No" Constructively	p. 53
Avoid Excessive Paperwork	p. 54
Effective Problem-Solving	p. 57
For Every Action, There Is a Reaction	p. 59
Clearly Separate Cause from Effect	p. 60
Build Upon a Solid Starting Point	p. 61
Define the Problem Effectively, and Be Specific	p. 62
Use Charts and Diagrams to Help	p. 63
Avoid Assumptions When Dealing with People	p. 64
Deviations Are Caused by Changes	p. 65
Finding the Real or Underlying Cause	p. 66
When There May Be More Than One Cause	p. 67
How to Make Decisions	p. 69
Logical versus Creative Decision-Making	p. 71
Set Criteria Before Thinking About the Options	p. 72
Consider a Range of Options, Including Do Nothing	p. 72
Consider the Risks and Benefits	p. 73
Effective Group Decision-Making	p. 74
Deciding on the Basis of Benefits Versus Snags	p. 75
You Will Never Have All of the Information. Decide!	p. 75
Quick Decisions Have Their Own Set of Risks	p. 76
Avoid Setting Criteria Too Early	p. 77
The Pitfalls of Evaluating During Brainstorming	p. 78
Encourage Ideas Outside the Suggestion Box	p. 79
Active Listening and Positive Persuasion	p. 81
Oral Communication and Persuasion	p. 83
Listening Is Active, Not Passive	p. 84
Summarize and Encourage Questions	p. 85
Defusing Verbal Aggression and Interrogation	p. 86
Consensus Decision-Making Versus Persuasion	p. 88
What Do You Want to Achieve When Persuading?	p. 89
Set Limits When Persuading or Negotiating	p. 90
Bottom-Line People Versus Detail People	p. 91
A Win/Win Approach Is Better Than Win/Lose	p. 92
Always Leave the Door Open	p. 92
Tactful Honesty Is the Best Policy	p. 93
Teamwork and Coaching	p. 97
Coaching, Leadership, and Motivation	p. 99
Why Coach?	p. 100
Using Coaching to Build a Good Team	p. 101
Set a Solid Course for Your Team	p. 102
When Acceptance Is As Good As Commitment	p. 103
Except When You Really Need Commitment	p. 104
When "I Don't Know" Is the Right Answer	p. 105
Keep It Positive, Even When Challenged	p. 106
Avoid the "Provide Goodies" Trap	p. 107
Be Prepared to Make a Decision	p. 108
Ask the Right Questions to Motivate Your Team	p. 109
Genuine Praise Is a Powerful Motivator	p. 110
Some Are More Motivated Than Others	p. 111
The Importance of Mentoring	p. 111
How to Delegate	p. 115
Delegation and Why It Is Important	p. 117
Pick the Right Task	p. 118
Pick the Right Person	p. 118
Pick the Right Challenge	p. 119
Trust People-Give Them the Authority They Need	p. 120
When Boring Tasks Are Just That	p. 121
Encourage People to Do the Planning!	p. 122
Encourage People to Check In, and Give Them Access	p. 122
Everyone Makes Mistakes When They're Learning	p. 123
Reality Check-How Do They Feel About the Task?	p. 124
Avoid the Black Hole-Give Feedback When It's Done	p. 125
Presenting Information and Proposals	p. 127
The Importance of Effective Presentations	p. 129
Nerves Are Normal	p. 130
Make Time to Rehearse	p. 130
Gain Their Interest Early	p. 131
Be Yourself	p. 132
Gimme a Break!	p. 133
Pictures Are Memorable	p. 134
Remember the Three Ts	p. 135
Cover the Snags As Well As the Benefits	p. 136
Anticipate Tough Questions	p. 137
Remember to Ask for Approval	p. 138
Mastering the Meeting	p. 141
Organizing Meetings and Obtaining Results	p. 143
Are Meetings Necessary?	p. 144
Focus on Results, Rather Than Subjects	p. 144
Keeping Meetings Short and to the Point	p. 145
Start Your Meetings on Time	p. 146
Set a Finish Time	p. 147
Curtail Topic Drift in Both Minutes and Discussion	p. 149
Handling Unexpected Situations	p. 150
Ensure That Participants Understand Their Role	p. 151
Get a Commitment to Act	p. 152
Conferences, Conventions, and Retreats	p. 153
Improving Performance	p. 157
Coaching and Improving Performance	p. 159
Make Sure Workers Own Their Responsibilities	p. 160
Review Performance Objectively-Strengths Are Just As Important As Weaknesses	p. 161
Ask Open-Ended Questions	p. 162
Offer Options Rather Than Advice	p. 163
Respect Pauses	p. 163
Look at Behavior, Not Personality	p. 164
Match Solutions with Problems	p. 165
Avoid Personal Problems and Psychoanalysis	p. 166
Meet with Team Members Regularly	p. 168
Employee Discipline-A Call to Improvement	p. 169
When to Bring In Outside Specialists	p. 170
You're Hired! You're Fired!	p. 173
Define the Job and the Qualifications	p. 175
Ask the Right Questions	p. 179
Carefully Evaluate Your Candidates	p. 181
Trust Your Gut	p. 182
Performance Problems versus Misconduct	p. 183
Get It in Writing-Keeping It Legal	p. 184
Firing: A Manager's Toughest Decision	p. 185
Effective Appraisals	p. 189
Definition and Purpose of Appraisals	p. 191
Provide Regular Feedback at Other Times	p. 192
Jointly Agree on Performance Objectives	p. 193
Find a Useful Rating Scale	p. 194
Allow Sufficient Time for the Appraisal	p. 195
How Do They Think They Have Done?	p. 196
Spend Most of the Time Looking Forward	p. 197
Agree On Joint Action Plans	p. 198
Build Upon and Put Joint Action Plans into "Action"	p. 199
Appraising Yourself as a Manager	p. 199
Conclusion	p. 203
Endnotes	p. 204
Index	p. 206
About the Authors	p. 209
Table of Contents provided by Ingram. All Rights Reserved.

Please wait while the item is added to your bag...

FREE SHIPPING

Amazon no longer offers textbook rentals. We do!

Management Basics

Summary

Author Biography

Table of Contents

Supplemental Materials