The Book on Management / Edition 1

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Former Library book. Shows some signs of wear, and may have some markings on the inside. 100% Money Back Guarantee. Shipped to over one million happy customers. Your purchase ... benefits world literacy! Read more Show Less

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Overview

The Book on Management is a step-by-step description of what management really is - and what it is not. This book describes in detail the processes of hiring the best employees, building and empowering teams, and creating an ideal environment and organizational structure where employees can achieve personal fulfillment. With real-world examples and applications, this resource shows what makes one manager superior to another, and examines the skills and tactics you'll need to best get the job done.
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What People Are Saying

Chuck Howard
A MUST-READ for new managers or any leaders who want to hone their leadership skills and develop highly productive teams, all while staying out of the corporate 'dog house.' AN EXCELLENT OVERVIEW OF THE ART OF MANAGEMENT. . . . Examines all aspects of the subject from recruiting and hiring to discipline and termination with an emphasis on motivation and developing a successful team. The book sorts through the multiple management theories that have come in and out of vogue, and focuses on what will help anyone become successful.
MBA, Executive District Sales Manager, AstraZeneca Pharmceuticals
Jerold Buck Hall
This book is A MUST-READ history lesson on why most people fail as managers, and it follows through with the actionable plans you need to become a successful one. Kimball's easy-to-read style cuts through the corporate noise with no-nonsense take-aways that you can begin using today! What more could you want in a book?
Co-author of Selling in the New World of Business
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Product Details

  • ISBN-13: 9780789025012
  • Publisher: Taylor & Francis, Inc.
  • Publication date: 12/28/2004
  • Edition description: New Edition
  • Edition number: 1
  • 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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