The Truth About Managing People...and Nothing but the Truth

Overview

This isn't just "someone's opinion"...It's the first, definitive, evidence-based guide to effective management. In The Truth About Managing People...and Nothing but the Truth, Robbins delivers principles you can rely on throughout your entire management career--regardless of your organization, role or title. This is a management book that cuts through the soft opinion and conjecture books that have dominated the business shelves in recent years and shows what management researchers know actually works, or doesn't...

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Overview

This isn't just "someone's opinion"...It's the first, definitive, evidence-based guide to effective management. In The Truth About Managing People...and Nothing but the Truth, Robbins delivers principles you can rely on throughout your entire management career--regardless of your organization, role or title. This is a management book that cuts through the soft opinion and conjecture books that have dominated the business shelves in recent years and shows what management researchers know actually works, or doesn't work, when it comes to managing people.

Drawing on the author's 30+ years of research and textbook writing experience, Robbins has distilled the results of thousands of research studies on human behavior into over 60 proven "truths" that can transform how you manage people--and the results that are achieved. The author provides guidance to you organized around key, human-behavior-related problem areas that managers face (hiring, motivation, leadership, communication, team building, conflict management, job design, evaluating performance and coping with change), along with guidance to help you apply the information and improve your managerial effectiveness.

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Product Details

  • ISBN-13: 9780131838475
  • Publisher: FT Press
  • Publication date: 6/13/2003
  • Series: Truth About
  • Edition description: Older Edition
  • Pages: 240
  • Product dimensions: 5.56 (w) x 7.06 (h) x 0.58 (d)

Meet the Author

Stephen P. Robbins, the world's bestselling management and organizational behavior textbook author, has sold more than 2 million books used at more than 1,000 U.S. colleges and universities. Robbins' Organizational Behavior, Ninth Edition (Prentice Hall) is a market leader throughout North America, Central America, South America, Australia, Hong Kong, Singapore, Taiwan, South Korea, India, China and Scandinavia. Author of Managing Today and co-author of Management, Fifth Edition and Fundamentals of Management, he holds a Ph.D. from the University of Arizona and has served in management roles for Shell and Reynolds Metals. He currently is a member of the San Diego State University faculty.

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Table of Contents

Preface xiv
Part I The Truth About Hiring 1
Truth 1 Forget Traits; It's Behavior That Counts 3
Truth 2 Realistic Job Previews: What You See Is What You Get 6
Truth 3 Tips for Improving Employee Interviews 9
Truth 4 Want Pleasant Employees? It's in the Genes! 12
Truth 5 Good Citizenship Counts! 14
Truth 6 Brains Matter; or When in Doubt, Hire Smart People 16
Truth 7 Don't Count Too Much on Reference Checks 19
Truth 8 When in Doubt, Hire Conscientious People! 22
Truth 9 Hire People Who Fit Your Culture: My "Good Employee" Is Your Stinker! 25
Truth 10 Match Personalities and Jobs 28
Truth 11 Manage the Socialization of New Employees 31
Part II The Truth About Motivation 35
Truth 12 Why Many Workers Aren't Motivated at Work Today 36
Truth 13 Happy Workers Aren't Necessarily Productive Workers! 39
Truth 14 Workforce Generations and Values 42
Truth 15 Telling Employees to "Do Your Best" Isn't Likely to Achieve Their Best 45
Truth 16 Not Everyone Wants to Participate in Setting Their Goals 48
Truth 17 Professional Workers Go for the Flow 51
Truth 18 Watch Out for Cyberloafing! 54
Truth 19 When Giving Feedback: Criticize Behaviors, Not People 57
Truth 20 You Get What You Reward 60
Truth 21 It's All Relative! 63
Truth 22 Recognition Motivates (and It Costs Very Little!) 66
Truth 23 Ways to Motivate Low-Skill, Low-Pay Employees 69
Truth 24 There's More to High Employee Performance Than Just Motivation 71
Part III The Truth About Leadership 73
Truth 25 The Essence of Leadership is Trust 74
Truth 26 Experience Counts! Wrong! 77
Truth 27 Most People THINK They Know What Good Leaders Look Like 80
Truth 28 Effective Leaders Know How to Frame Issues 82
Truth 29 You Get What You Expect 86
Truth 30 Great Followers Make Great Leaders 88
Truth 31 Charisma Can Be Learned 90
Truth 32 Make Others Dependent on You 93
Truth 33 There's No Ideal Leadership Style 96
Truth 34 Adjust Your Leadership Style for Cultural Differences or When in Rome... 98
Truth 35 When Leadership ISN'T Important 101
Part IV The Truth About Communication 105
Truth 36 Hearing Isn't Listening 106
Truth 37 Choose the Right Communication Channel 109
Truth 38 Listen to Grapevine 112
Truth 39 Men and Women DO Communicate Differently 115
Truth 40 What You Do Overpowers What You Say 118
Truth 41 The Case for Open-Book Management 120
Part V The Truth About Building Teams 123
Truth 42 What We Know That Makes Teams Work 124
Truth 43 2 + 2 Doesn't Necessarily Equal 4 128
Truth 44 We're Not All Equal: Status Matters! 130
Truth 45 Not Everyone Is Team Material 133
Part VI The Truth About Managing Conflicts 137
Truth 46 The Case FOR Conflict 138
Truth 47 Poor Communication Isn't the Source of Most Conflicts 141
Truth 48 Beware of Groupthink 144
Truth 49 How to Reduce Work-Life Conflicts 147
Part VII The Truth About Designing Jobs 151
Truth 50 There's No Such Thing as a "Good Job" 152
Truth 51 Not Everyone Wants a Challenging Job 155
Truth 52 Four Job-Design Actions That Will Make Employees More Productive 157
Part VIII The Truth About Performance Evaluation 161
Truth 53 Annual Reviews: The Best Surprise Is NO Surprise! 162
Truth 54 Don't Blame Me! The Role of Self-Serving Bias 165
Truth 55 The Case for 360-Degree Feedback Appraisals: More IS Better! 168
Part IX The Truth About Coping with Change 171
Truth 56 Most People Resist Any Change That Doesn't Jingle in Their Pockets! 172
Truth 57 You Can Teach an Old Dog New Tricks 176
Truth 58 Use Participation to Reduce Resistance to Change 179
Truth 59 Layoffs Are as Tough on Survivors as Those Who Get Laid Off 181
Part X Some Final Thoughts About Managing Behavior 185
Truth 60 I'll See It When I Believe It 186
Truth 61 First Impressions DO Count! 189
Truth 62 People Aren't Completely Rational: Don't Ignore Emotions! 192
Truth 63 Beware of the Quick Fix 195
References 198
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Sort by: Showing all of 2 Customer Reviews
  • Anonymous

    Posted March 15, 2003

    Easy Read - Covers All the Aspects of Managing People

    This book reads quickly, since it is broken up into 'Truths' that are about 3 pages each and is for the most part concise and helpful. I read, passed it on and ordered a replacement to have on hand.

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted May 19, 2004

    A Good Read!

    Stephen P. Robbins provides a broad overview of effective management principles. While many of these principles are familiar, Robbins writes in a compelling, authoritative style, and he uses behavioral research to bolster many of his suggestions, some of which go against common practice. Skeptical? Just look at his examples of companies that have used these methods successfully, and his comments from experts in the field. The chapters are organized into a series of short bites, presented as ¿truths¿ about different areas of management. This small easy-to-carry book is handy for reading in chunks while you wait or commute on the train. We recommend it as a handy summary of general management wisdom supported by the findings of behavioral research and nicely seasoned with occasional nuggets of information on effective, but less common, techniques.

    Was this review helpful? Yes  No   Report this review
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