Management Skills: A Jossey-Bass Reader / Edition 1

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Management Skills provides a comprehensive collection of the best thinking on management written by the leading authorities in the field. Drawing on a wide-variety of important articles, this volume provides a primer for understanding the basics of managing today's organizations. The book covers topics such as communicating and motivating, problem-solving, decision-making, managing change, project management, coaching/mentoring, politics, culture, teamwork, managing yourself, and more. The first volume in this series was Business Leadership: A Jossey-Bass Reader (0-7879-6441-7).

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Product Details

  • ISBN-13: 9780787973414
  • Publisher: Wiley
  • Publication date: 11/28/2004
  • Series: Jossey-Bass Business and Management Reader Series, #1
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 832
  • Sales rank: 665,296
  • Product dimensions: 6.08 (w) x 8.96 (h) x 2.26 (d)

Table of Contents



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.

Name Index.

Subject Index.

On-line instructor’s guide available at

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