Cover image for The new manager's starter kit : essential tools for doing the job right
Title:
The new manager's starter kit : essential tools for doing the job right
Author:
Crittendon, Robert.
Personal Author:
Publication Information:
New York : AMACOM, [2002]

©2002
Physical Description:
x, 182 pages : illustrations ; 23 cm
Language:
English
ISBN:
9780814471357
Format :
Book

Available:*

Library
Call Number
Material Type
Home Location
Status
Central Library HD38.2 .C75 2002 Adult Non-Fiction Non-Fiction Area
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Summary

Summary

"New managers can find hope (and help) with this handbook of practical, upbeat advice from a 40-year veteran of the business battlefield. This book takes readers through the fundamentals of management, including chapters on how to successfully manage yourself, your employees, your boss, and your reputation. The New Manager's Starter Kit provides the techniques necessary to make it as a manager, answering questions like:

* What is the biggest mistake a manager can make in hiring?

* Why must managers make communications an obsession?

* What is the ""planning hierarchy""?

* When, where, and how should a manager fire someone?

* How can satisfying ten basic employee needs transform you into a leader?

With rules and tools included in each chapter, this book will help the less experienced manager master critical skills for job success and personal satisfaction."


Author Notes

Robert Crittendon (San Clemente, CA) has forty years of management experience, culminating as Director of Communications for Beckman Instruments, a Fortune 500 Company.


Reviews 1

Publisher's Weekly Review

With 40 years of management experience, Crittendon is betting that his nine lessonsAincluding how to approach one's goals, one's boss and one's staff as well as conflicts, changes, etc.Awhich have been covered by dozens of other books, will be new to first-time managers, and he may very well be right. Readers will appreciate hearing this basic advice (e.g., don't ask yes-or-no questions when interviewing someone) from an old hand rather than having to learn it the hard way. Illus. (Oct.) (c) Copyright PWxyz, LLC. All rights reserved


Table of Contents

Introductionp. 1
1 Managing Yourselfp. 5
Establish Rules That Govern Your Lifep. 6
A Code of Conduct Starter Listp. 16
2 Managing Goals and Objectivesp. 19
The Business-Planning Hierarchyp. 21
Principles Suitable for the Familyp. 30
Business and Personal Directionp. 32
3 Managing Your Timep. 33
Establish Prioritiesp. 35
Welcome Routines and Proceduresp. 37
Transfer Your Monkeys to Someone Else's Backp. 39
Delegate! Delegate! Delegate!p. 40
Manage Incoming Mail and Phone Callsp. 43
Organize Your Paperwork and Your Spacep. 47
Use Time in Large Chunks, When Necessaryp. 49
Learn to Say Nop. 50
Estimate Your Time Needsp. 51
Too Much of a Good Thing?p. 53
4 Managing Your Bossp. 55
Bail Out on the Crazy Bossp. 57
Expect Jerks With Quirksp. 57
Managing Three Types of Difficult Bossesp. 59
Other Aspects of Managing Managersp. 67
Create a Win-Win Environmentp. 73
5 Managing Your Staff: Hiring and Trainingp. 75
Putting People in Perspectivep. 77
Five Rules for Hiring the Right Peoplep. 78
Training and Developing Peoplep. 85
6 Managing Your Staff: Leading, Motivating, Evaluating, and Rewardingp. 91
The "L" Wordp. 93
The "M" Wordp. 94
What Do Those People Want?p. 94
The Leader/Motivator Portraitp. 102
Evaluating and Rewarding Performancep. 103
How Much Value Can You Add?p. 112
7 Managing Meetingsp. 113
When Is a Meeting a Meeting?p. 115
Why Are Meetings Called Time Wasters?p. 116
Is This Meeting Necessary?--Steps to Ensure a Productive Meetingp. 117
The Dynamics of Small Meetingsp. 120
More Meeting Tipsp. 122
Effective Use of Visual Aidsp. 126
Other Meeting Room Considerationsp. 129
Use the Meeting as a Reward: An Examplep. 130
Other Tips to Save Meeting Timep. 133
Keep Big Meetings Professionalp. 134
Keep Small Meetings Smallp. 135
8 Managing Your Reputationp. 137
Putting Your True Character in Focusp. 139
Seven Keys to Improving Your Image and Reputationp. 141
9 Managing Change, Challenges, Conflicts, and Crisesp. 149
Corralling the Four Horsemenp. 151
Meeting Change Head-Onp. 152
Taking on Challengesp. 155
Comes the Conflictp. 164
Crisis Time: When Things Go Bump in the Nightp. 169
Plan ... Prepare ... Respond!p. 171
Conclusion: Managing Troubled People and Troubled Timesp. 174
Indexp. 177

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