Managing For Dummies / Edition 2

Managing For Dummies / Edition 2

2.7 4
by Bob Nelson, Peter Economy

ISBN-10: 0764517716

ISBN-13: 9780764517716

Pub. Date: 01/13/2003

Publisher: Wiley

"This is one book I will be delighted to give to those managers I most want to succeed."

-Ken Blanchard, coauthor, The One Minute Manager, from the Foreword

Tips and advice for inspiring your employees to success

Completely revised and updated for managing in the new millennium

Managing For Dummies, 2nd Edition, arms you with the latest information and


"This is one book I will be delighted to give to those managers I most want to succeed."

-Ken Blanchard, coauthor, The One Minute Manager, from the Foreword

Tips and advice for inspiring your employees to success

Completely revised and updated for managing in the new millennium

Managing For Dummies, 2nd Edition, arms you with the latest information and tried-and-true techniques for managing in today's light-speed business world. You'll find straightforward advice and up-to-the-minute strategies for dealing with anything that comes your way - from ethical questions to performance reviews to team building and collaboration. It's your fast, friendly guide to smart business leadership!

Praise for Managing For Dummies

"Dynamite! The latest information on the best ways to manage."

- Dr. W. Bradley Zehner II, Associate Professor of Strategic Management, Pepperdine University

"Every manager will benefit from the sound advice found in Managing For Dummies, especially the belief that management can and should be fun."

- Felix Mussenden, President and Chief Operating Officer, Universal Studios

Product Details

Publication date:
For Dummies Series
Edition description:
Product dimensions:
7.42(w) x 9.20(h) x 0.80(d)

Table of Contents

Part ISo, You Want to Be a Manager?7
Chapter 1You're a Manager--Now What?9
Identifying the Different Styles of Management9
Quick Fixes Don't Stick13
Meeting the Management Challenge14
Explaining the New Functions of Management19
Taking the First Steps toward Becoming a Manager24
Chapter 2Delegation: Getting Things Done without Getting Done In29
Delegating: The Manager's No. 1 Tool30
Explaining the Myths about Delegation32
Taking the Six Steps to Delegate37
Reviewing the Good and Bad of Delegation38
Checking Up Instead of Checking Out42
Chapter 3Lead, Follow, or Get Out of the Way45
Understanding the Differences between Management and Leadership46
Figuring Out What Leaders Do47
Surveying Leading Leadership Traits50
Fostering Collaborative Leadership54
Part IIManaging: The People Part57
Chapter 4Hiring: The Million-Dollar Decision59
Defining the Characteristics of Your New Employees60
Defining the Job Before You Start61
Finding Good People62
You Can Be the Greatest Interviewer in the World65
Evaluating Your Candidates70
Hiring the Best (And Leaving the Rest)73
Chapter 5Inspiring Employees to Better Performance77
The Greatest Management Principle in the World78
Figuring Out What Employees What?80
Deciding What to Reward85
Starting with the Positive87
Making a Big Deal about Something Little88
Money Isn't Important (No, Really!)89
Chapter 6When in Doubt, Coach95
Who's a Coach?96
Coaching: The Short Lesson97
Coaching Metaphors for Success in Business99
Eyeing Turning Points99
Identifying a Coach's Tools102
Part IIIMaking Things Happen105
Chapter 7Goal Setting Made Easy107
If You Don't Know Where You're Going, How Do You Know When You Get There?108
Identifying SMART Goals110
Setting Goals: Less Is More112
Communicating Your Goals to Your Team115
Juggling Priorities: Keeping Your Eye on the Ball117
Using Your Power for Good: Making Your Goals Happen119
Chapter 8Measuring and Monitoring Individual and Project Performance123
Keeping Your Eye on the Ball124
Developing a System for Providing Immediate Performance Feedback126
Putting Performance Measuring and Monitoring into Practice129
Gantts, PERTs, and Other Yardsticks132
You Have Their Number: Now What?136
Chapter 9The Fine Art of Performance Evaluations139
Evaluating Performance: Why Bother?140
Spelling Out the Performance Evaluation Process141
Avoiding Common Mistakes That Evaluators Make144
Realizing Why Evaluations Go Bad145
Preparing for the No-Surprises Evaluation147
Part IVWorking with (Other) People151
Chapter 10Getting Your Message Across153
Understanding Communication: The Cornerstone of Business154
The Cutting Edge of Communication155
Harnessing the Power of the Written Word164
Making Presentations166
Chapter 11It's a Team Thing173
Phasing Out the Old Hierarchy174
Empowering Your Teams176
Identifying Advantages of Teams178
Setting Up and Supporting Your Teams179
Meetings: Putting Teams to Work184
Chapter 12Managing Virtual Employees189
Making Room for a New Kind of Employee190
Managing from a Distance192
Managing Different Shifts193
Telecommuting: An Idea Whose Time Has (Finally) Come?195
Chapter 13Focusing on Ethics and Office Politics199
Doing the Right Thing! Ethics and You200
Evaluating Your Political Environment204
Scrutinizing Communication: What's Real and What's Not?209
Uncovering the Unwritten Rules of Organizational Politics212
Protecting Yourself217
Part VTough Times for Tough Managers219
Chapter 14Managing Change on the Job221
What's the Rush?221
Change Happens223
Change Affects Everyone227
Encouraging Employee Initiative228
When All Else Fails229
Chapter 15Employee Discipline: Speaking Softly and Carrying a Big Stick231
Understanding Employee Discipline232
Focusing on Performance, Not Personalities234
Identifying the Two Tracks of Discipline235
Disciplining Employees: A Suite in Five Parts239
Making a Plan for Improvement242
Implementing the Improvement Plan243
Chapter 16Too Little, Too Late: Terminating Employees245
Terminations for Every Occasion246
Conducting a Layoff251
Heeding the Warning Before You Fire an Employee254
Firing an Employee in Three Steps255
Determining When Is the Best Time to Terminate257
Chapter 17Managing Me: Taking Care of No. 1259
Feeling the Work-Life Dilemma259
Avoiding Workaholics 'R Us263
Knowing the Symptoms of Stress264
Managing Your Stress265
Part VITools and Techniques for Managing271
Chapter 18Budgeting, Accounting, and Other Money Stuff273
Exploring the Wonderful World of Budgets274
Making a Budget276
Pulling Rabbits Out of Hats and Other Budget Tricks278
Understanding the Basics of Accounting282
Identifying the Most Common Types of Financial Statements286
Chapter 19Harnessing the Power of Technology295
Using Technology to Your Advantage296
Weighing the Benefits and Drawbacks of Technology298
Improving Efficiency and Productivity300
Getting the Most Out of Information Technology302
Having a Plan (And Sticking to It)303
Chapter 20Developing and Mentoring Employees305
Why Help Develop Your Employees?306
Creating Career Development Plans308
Helping Employees to Develop310
Finding a Mentor, Being a Mentor313
Balancing Development and Downsizing314
Chapter 21Keeping Track of Recent Management Trends317
Going Back to Management 101318
Creating a Learning Organization318
Making a Flat Organization320
Unlocking Open-Book Management321
Understanding Six Sigma322
Part VIIThe Part of Tens325
Chapter 22Ten Common Management Mistakes327
Not Making the Transition from Worker to Manager327
Not Setting Clear Goals and Expectations328
Failing to Delegate328
Failing to Communicate329
Not Making Time for Employees329
Not Recognizing Employee Achievements330
Failing to Learn330
Resisting Change331
Going for the Quick Fix over the Lasting Solution331
Taking It All Too Seriously331
Chapter 23The Ten Best Ways to Recognize Employees333
Support and Involvement333
Personal Praise334
Autonomy and Authority334
Flexible Working Hours335
Learning and Development335
Manager Availability and Time335
Written Praise336
Electronic Praise336
Public Praise337
Cash or Cash Substitutes337
Chapter 24Ten Classic Business Books That You Need to Know About339
Managing for Results339
The Human Side of Enterprise340
The Peter Principle340
Up the Organization340
The One Minute Manager341
The Goal341
Leadership Is an Art341
The Fifth Discipline: The Art and Practice of the Learning Organization342
The Wisdom of Teams342
Built to Last: Successful Habits of Visionary Companies343
First, Break All the Rules: What the World's Greatest Managers Do Differently343

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Managing For Dummies 4 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
I thought the book was great because it gave me proven ideas, ways to empower employees, and ways to handle certain situations. It is a book I recommend to any new team leader or manager.