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Management Skills contains the best thinking from the biggest names in business management on a wide range of subjects including leadership, shaping the work environment, change, communicating, hiring and motivating employees, leading teams, and much more. The author list of this invaluable resource reads like a who's who of business management. This extraordinary collection features chapters from Robert R. Albright, David Batstone, Warren Bennis, Lee G. Bolman, Richaurd Camp, David R. Caruso, Terrene E. Deal, Christina A. Douglas, Peter Drucker, Deborah L. Duarte, Michael Finley, J. Davidson Frame, Bill George, T. George Harris, Todd D. Jick, Rosabeth Moss Kanter, James M. Kouzes, Edward E. Lawler III, Patrick Lencioni, Clinton O. Longenecker, David H. Maister, Marick F. Masters, Cynthia D. McCauley, Patrick J. McKenna, Henry Mintzberg, Dana M. Muir, David A. Nadler, Mark B. Nadler, Burt Nanus, Parker J. Palmer, Terry Pearce, Jeffrey Pfeffer, Barry Z. Posner, Robert E. Quinn, Kathleen Kelley Reardon, Harvey Robbins, Peter Salovey, Steven B. Sample, Jack L. Simonetti, Douglas K. Smith, Nancy Tennant Snyder, Barry A. Stein, Robert I. Sutton, and Mary E. Vielhaber.
Part One: What Makes a Great Manager?
Chapter 1: Leadership Is Authenticity, Not Style (Bill George).
Chapter 2: Credibility Is the Foundation of Leadership (James M. Kouzes, Barry Z. Posner).
Chapter 3: Management vs. Leadership (Warren Bennis, Burt Nanus).
Chapter 4: Rounding Out the Manager’s Job (Henry Mintzberg).
Chapter 5: The New Managerial Work (Rosabeth Moss Kanter).
Chapter 6: The Postcapitalist Executive: An Interview with Peter F. Drucker (T George Harris).
Part Two: Creating and Shaping the Work Environment.
Chapter 7: Seven Practices of Successful Organizations (Jeffrey Pfeffer).
Chapter 8: Hire the Right People (Edward E. Lawler III).
Chapter 9: Managing the Interview Process (Richaurd Camp, Mary E. Vielhaber, Jack L. Simonetti).
Chapter 10: Employment Law from a Manager’s Perspective (Dana M. Muir).
Chapter 11: Pick Relevant Metrics (Douglas K. Smith).
Chapter 12: How Change Really Comes About (Rosabeth Moss Kanter, Barry A. Stein, Todd D. Jick).
Chapter 13: Learning to Lead Change: The New Principles for CEOs and Companies (David A. Nadler, with Mark B. Nadler).
Part Three: Communicating, Leading, and Motivating People.
Chapter 14: The Manager as Politician (Lee G. Bolman, Terrence E. Deal).
Chapter 15: Artful Listening (Steven B. Sample).
Chapter 16: Establish Competence and Build Trust (Terry Pearce).
Chapter 17: Read People: Identifying Emotions (David R. Caruso, Peter Salovey).
Chapter 18: The Seven Essentials of Encouraging (James M. Kouzes, Barry Z. Posner).
Chapter 19: Motivating and Satisfying Excellent Individuals (Edward E. Lawler III).
Chapter 20: How to Give Feedback (Harvey Robbins, Michael Finley).
Chapter 21: Developmental Relationships (Cynthia D. McCauley, Christina A. Douglas).
Part Four: Getting the Work Done.
Chapter 22: The Call for Results (Clinton O. Longenecker, Jack L. Simonetti).
Chapter 23: Operating Within the Realities of Organizational Life (J. Davidson Frame).
Chapter 24: Solving the Problem of Bad Meetings (Patrick Lencioni).
Chapter 25: Politically Astute Negotiating (Kathleen Kelley Reardon).
Chapter 26: Deal with Your Crises (Patrick J. McKenna, David H. Maister).
Part Five: Leading Complex Organizational Processes.
Chapter 27: Dealing with Conflict (Marick F. Masters, Robert R. Albright).
Chapter 28: Overcoming the Five Dysfunctions of a Team (Patrick Lencioni).
Chapter 29: Myths and Realities of Leading Virtual Teams (Deborah L. Duarte, Nancy Tennant Snyder).
Chapter 30: Building Companies Where Innovation Is a Way of Life (Robert I. Sutton).
Part Six: Sustaining the Great Manager.
Chapter 31: Leading from Within (Parker J. Palmer).
Chapter 32: Reflective Action (Robert E. Quinn).
Chapter 33: From Success to Significance (David Batstone).
Chapter 34: If Not Me, Then Who? If Not Now, When? (Bill George).
Notes and References.
On-line instructor’s guide available at www.wiley.com/college/jbreaders.