Management Basics: A Practical Guide for Managers

Overview

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 ...
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Overview

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, 2nd Edition, you'll lead your team to greatness-and solidify your position as a manager on the rise!
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Product Details

  • ISBN-13: 9781598697025
  • Publisher: F & W Media Inc
  • Publication date: 12/1/2007
  • Edition number: 2
  • Pages: 226
  • Sales rank: 906,853
  • Product dimensions: 5.50 (w) x 8.50 (h) x 0.48 (d)

Meet the Author

Sandra Gurvis has been a freelance writer for more than thirty years. She has written eight books, both fiction and nonfiction contributed to numerous magazine articles, and created Web content and corporate materials. A member of the American Society of Journalists and Authors and the American Medical Writers Associations, Sandra has won many awards for her writing.

Technical Reviewer: Barbara J. May has successfully managed up to 300 employees in order-processing and customer-care organizations. She is currently works for Qwest Communications as the manager of sales operations where she is responsible for a staff of 150 management employees. She received her bachelor of science in business administration from Ohio State University. She lives in Hilliard, OH.

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Table of Contents


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