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This authoritative book also discusses the qualitative aspects of management that are critical for moving up the corporate ladder and building visibility for your department and your company. Knock 'em Dead Management shows you how to develop an effective leadership style that motivates employees, promotes teamwork, and fosters respect.
Knock 'em Dead Management shows you how to:
Step into a management role-what every first-time manager should know
Handle management responsibilities when you have no direct reports
Build effective organizational structures and establish department operating models
Establish a managerial brand or presence that will garner recognition for you and your department
Recruit and retain effective staff members
Create productive teams
Motivate and reward employees-and curb unproductive behavior
Effectively champion your people, your department, and your mission internally and externally
Knock 'em Dead Management gives you all the tools you need to make a dynamic impression!
Martin Yate is the author of the New York Times business bestseller Knock 'em Dead. He is an internationally bestselling author with an unparalleled body of work focused on lifetime career management. His previous positions include National Director of Training for Dunhill Personnel System, Inc., and Director of Personnel for Bell Industries Computer Memory Division. His other books include Cover Letters That Knock 'em Dead, Resumes That Knock 'Em Dead, and many others. He resides in Savannah, GA.
Peter Sander is a professional author in the field of business and personal finance. He holds an M.B.A. from Indiana University and is the coauthor of Knock 'em Dead Business Presentations. His other titles include Value Investing for Dummies. He lives in Granite Bay, CA.
Managers bring value to their organizations in a variety of obvious and not-so-obvious ways. True, as described in Chapter 1, they "get things done through others". But it hardly stops there, for that begs the question: "what things?" Getting things done through others is where the rubber meets the road for a manager, but the true scope of most management positions is much larger. Today's organization manager must be a versatile, informed steward of the business.
In a nutshell, managers must read and interpret the needs of the business to provide direction for their workgroup, and often for the organization. Once that is done, they must make sure the organization gets there and that the workgroup does its part. Reading and assessing the business requires good business skill and intuition, an open mind, and strong conceptual and technical skills as described in Chapter 1. Providing the direction and making sure the organization "gets there" requires (again) a lot of technical skill, and brings in the people skills to "get things done through others" towards the goal. Finally, "getting there" requires good conceptual skill to appraise performance and take corrective, constructive actions to keep things on course.
To say the management job is multifaceted, dynamic and varied, requiring a broad, balanced set of skills would be repeating the message of Chapter 1. We don't want to repeat the message of Chapter 1, but rather add to it. In Chapter 2, we take the thing apart a bit to explore further what a manager does and the environment in which they operate. You've heard of "The Organization Man" - we'll dedicate this chapter to "The Organization Manager".
Chapter One. What Does it Mean to be a Manager? Chapter Two. The Many Roles of a Manager
Part Two. The Management Challenge
Chapter Three. Getting Started: Stepping Into A Management Role
Chapter Four. Building Your Team
Chapter Five. Coaching, Skill Development and Performance Review
Chapter Six. Fragile Handling All People in All Situations
Part Three: The Leadership Challenge
Chapter Seven. What Does It Mean To Lead?
Chapter Eight. Getting the Job Done, Setting and Managing Goals
Chapter Nine. Team Building
Chapter Ten. Motivation and Reward
Chapter Eleven: Building Your Managerial Brand
Posted April 21, 2004
Best known for his ¿Knock `Em Dead¿ series of books directed at job seekers, author Martin John Yate (co-writing here with Peter J. Sander) now turns to what happens after the seeker finds a job, does it well and gets promoted to management. He offers the know-how you need for that first management assignment: how to deal with subordinates, how to handle management duties when your subordinates are downsized away, how to create and lead teams, recruit a staff and so on. Yate goes a bit heavy on recruitment information, perhaps because he focused on that area previously. The book is directed at novice managers; anyone with business experience would find it simplistic. Though not novel, it is a useful, reasonably comprehensive collection of the principles that tend to be heavily discussed in business schools, management seminars and motivational meetings. That¿s not a bad thing, when you think about it. While this may not vault you up to the next rung on the career ladder, We note that it will be a useful addition to your basic bookshelf ¿ if you want to get out of that cubicle and into an office with room for a bookshelf.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.