The Book on Management / Edition 1

The Book on Management / Edition 1

by Robert E Stevens, David L Loudon, Bob Kimball
     
 

ISBN-10: 0789025019

ISBN-13: 9780789025012

Pub. Date: 12/28/2004

Publisher: Taylor & Francis

Enhance your effectiveness as a manager in any organization!

The Book on Management is a step-by-step description of what managementreally is-and what it is not. This book describes in detail the processesof hiring the best employees, building and empowering teams, and creatingan ideal environment and organizational structure where employees canachieve

Overview

Enhance your effectiveness as a manager in any organization!

The Book on Management is a step-by-step description of what managementreally is-and what it is not. This book describes in detail the processesof hiring the best employees, building and empowering teams, and creatingan ideal environment and organizational structure where employees canachieve personal fulfillment. With real-world examples and applications,this resource will be your guide to understanding what makes one managersuperior to another and the skills and tactics you’ll need to best get thejob done.

From the historic development of the management position to a 90-daytactical plan for organizational change, this handy tool encompasses thetotality of management. Useful for executives as well as neophytes, thisbook examines the three inseparable areas of successful management-itsfoundations, its functions, and intangibles such as leadership andmotivation-that distinguish competent managers from ineffectual ones.Throughout The Book on Management, you’ll find reviews and discussionsabout leading managing books and theories from the last century, showing
you how the managing concept has altered with the times.

The Book on Management covers many important aspects of management success,
including:

delegation and empowerment

identifying and avoiding management time-wasters

creating position descriptions and identifying employee candidates

hiring decisions

molding a positive normative culture at the office

leadership in an organizational environment

motivating employees

addiction in the organization

The Book on Management has something for everyone-from the newly hired orpromoted manager to the experienced manager who wishes for better teamunification or wants to go higher into top management. With special focuson the necessity and technique of removing non-productive employees,communication issues, and monitoring company expenses, this book providesyou with the means to lead a team motivated to achieve excellence.

Product Details

ISBN-13:
9780789025012
Publisher:
Taylor & Francis
Publication date:
12/28/2004
Edition description:
New Edition
Pages:
280
Product dimensions:
5.90(w) x 8.20(h) x 0.70(d)

Table of Contents

PART I: FOUNDATION

Chapter 1. "Our Managers Can’t Manage"

Chapter 2. "Gentlemen, This Is a Football"
Management: Then and Now
The Five Major Functions of Managers

Chapter 3. How Do You Spell "Assume"?
False Business Assumptions

Chapter 4. "What Did You Do Today, Dear?"
Case Study: Bulldawg Beverage Company
Ten Classic Time Wasters

Chapter 5. Meetings
Case Study: The Planning Meeting
The Six Rules for Meetings

Chapter 6. Delegation: The Big "D"
Key Concepts for Empowered Delegation
Case Study: Consolidated Cupcake Corporation
The Five Principles of Delegation

Chapter 7. The Organization Man Is Exposed
Corporate Life in the 1950s
Organization Lifestyle

Chapter 8. Incompetence in Organizations
The Principle Defined
Incompetence
Apparent Exceptions to the Peter Principle
Creative Incompetence

Chapter 9. Let the Games Begin
The Science of Gamesmanship
The Four Types of Business Environment Personalities

Chapter 10. Win-Win Gamesmanship
McCormack and the Game of Business
Creating Impressions and Getting Ahead

Chapter 11. Managing versus Operating
Function Classification: Managing and Operating

Chapter 12. Put It All Together
The Eight Points of Management

PART II: FUNCTIONS

Chapter 13. Hiring: Before the Interview
"I Couldn’t Have Done It Without the Players"
Precautions Regarding the Hiring Process
Steps in the Hiring Process

Chapter 14. Interviewing and Hiring
Case Study: John Burke
Problems with the Résumé
Interview Pitfalls
Conducting a Successful Interview

Chapter 15. Conducting Performance Reviews
The Personal Review
Conducting s Successful Performance Review
Five Phases of an Employee Performance Review
Case Study: Arklatex Industries

Chapter 16. Handling Performance Problems
Case Study: The Fubar Company
Six Steps for Analyzing Performance Problems

Chapter 17. Sayonara: Firing an Employee
The Formal Steps for Terminating an Employee
Constructive Termination

Chapter 18. Setting Up Sales Territories and Managing Your Own Territory
The Top-Down Approach
The Bottom-Up Approach
An Alternative Approach

Chapter 19. Establishing and Managing an Employee Compensation System
Case Study: Metropolis Manufacturing Company
Case Study Analysis and Recommendations

PART III: INTANGIBLES

Chapter 20. Leadership in Organizations
Jacob’s Leadership Functions
Characteristics of Great Leaders

Chapter 21. A Model for Motivation
Maslow’s Hierarchy of Needs
Applying Maslow’s Hierarchy in Management
The X and Theory Y Management
Creating a Motivational Atmosphere

Chapter 22. A Perspective on Power
The Five Components of Power
Galbraith on Power
Three Sources of Power
Creating a Positive Atmosphere
The Grand Model of Management

Chapter 23. Norms
Functional and Dysfunctional Cultures
Symbolic and Substantive Norms
Establishing Effective Norms

Chapter 24. Addiction in Organizations
The Addictive System
The Four Forms of Addiction
Curing the Addictive System

Chapter 25. Your Ninety-Day Plan: People, Personnel Assessment, and
Training
Assessing the Organization
The Four Categories of Employees
Revising the Organizational Structure
Taking Command of the New Organization

Chapter 26. Your Long-Term Strategy: Molding the Normative Culture
Facing and Overcoming Hurdles
Bibliography
Index

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