Cover image for Managing for dummies
Title:
Managing for dummies
Author:
Nelson, Bob, 1956-
Personal Author:
Edition:
Second edition.
Publication Information:
New York, N.Y. : Wiley Pub., [2003]

©2003
Physical Description:
xx, 360 pages : illustrations ; 24 cm.
General Note:
Includes index.
Language:
English
Subject Term:
Added Author:
ISBN:
9780764517716
Format :
Book

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Summary

Summary

Being a manager can be an intimidating and challenging task. Managing involves teaching new skills to employees, helping land a new customer, accomplishing an important assignment, increasing performance, and much more. The process of management can be very challenging at times, but it can also bring you a sense of fulfillment that you never imagined possible. Organizations rely on managers to make the most out of situations and get the best possible results.

Managing For Dummies, 2nd Edition, is perfect for all levels of managers. This clearly written, easy-to-understand guide will help anyone to

Hire talented employees Master skills such as conflict resolution and coaching Initiate change and deal with resistance to change Set and communicate your goals Motivate employees to go above and beyond expectations

Discover real-life solutions to the most common situations that supervisors and managers face - solutions that stand up over time and can be used during turbulent times. Managing For Dummies, 2nd Edition, also covers the following topics and more:

Delegating: the Manager's No. 1 Tool Inspiring employees to better performance Getting your message across to your employees Measuring and monitoring individual and project performance Focusing on ethics and office politics Team building and collaboration Tools and techniques for managers

Managing in today's lightning-speed business world requires that you have the latest information and techniques for getting the job done. This book provides you with straightforward advice and up-to-the-minute strategies for dealing with anything that comes your way.


Author Notes

Peter Economy is co-author of "At the Helm: Business Lessons for Navigating Rough Waters" & the best-selling book "Managing for Dummies".

(Bowker Author Biography)


Table of Contents

Forewordp. xix
Introductionp. 1
Part I So, You Want to Be a Manager?p. 7
Chapter 1 You're a Manager--Now What?p. 9
Identifying the Different Styles of Managementp. 9
Quick Fixes Don't Stickp. 13
Meeting the Management Challengep. 14
Explaining the New Functions of Managementp. 19
Taking the First Steps toward Becoming a Managerp. 24
Chapter 2 Delegation: Getting Things Done without Getting Done Inp. 29
Delegating: The Manager's No. 1 Toolp. 30
Explaining the Myths about Delegationp. 32
Taking the Six Steps to Delegatep. 37
Reviewing the Good and Bad of Delegationp. 38
Checking Up Instead of Checking Outp. 42
Chapter 3 Lead, Follow, or Get Out of the Wayp. 45
Understanding the Differences between Management and Leadershipp. 46
Figuring Out What Leaders Dop. 47
Surveying Leading Leadership Traitsp. 50
Fostering Collaborative Leadershipp. 54
Part II Managing: The People Partp. 57
Chapter 4 Hiring: The Million-Dollar Decisionp. 59
Defining the Characteristics of Your New Employeesp. 60
Defining the Job Before You Startp. 61
Finding Good Peoplep. 62
You Can Be the Greatest Interviewer in the Worldp. 65
Evaluating Your Candidatesp. 70
Hiring the Best (And Leaving the Rest)p. 73
Chapter 5 Inspiring Employees to Better Performancep. 77
The Greatest Management Principle in the Worldp. 78
Figuring Out What Employees What?p. 80
Deciding What to Rewardp. 85
Starting with the Positivep. 87
Making a Big Deal about Something Littlep. 88
Money Isn't Important (No, Really!)p. 89
Chapter 6 When in Doubt, Coachp. 95
Who's a Coach?p. 96
Coaching: The Short Lessonp. 97
Coaching Metaphors for Success in Businessp. 99
Eyeing Turning Pointsp. 99
Identifying a Coach's Toolsp. 102
Part III Making Things Happenp. 105
Chapter 7 Goal Setting Made Easyp. 107
If You Don't Know Where You're Going, How Do You Know When You Get There?p. 108
Identifying SMART Goalsp. 110
Setting Goals: Less Is Morep. 112
Communicating Your Goals to Your Teamp. 115
Juggling Priorities: Keeping Your Eye on the Ballp. 117
Using Your Power for Good: Making Your Goals Happenp. 119
Chapter 8 Measuring and Monitoring Individual and Project Performancep. 123
Keeping Your Eye on the Ballp. 124
Developing a System for Providing Immediate Performance Feedbackp. 126
Putting Performance Measuring and Monitoring into Practicep. 129
Gantts, PERTs, and Other Yardsticksp. 132
You Have Their Number: Now What?p. 136
Chapter 9 The Fine Art of Performance Evaluationsp. 139
Evaluating Performance: Why Bother?p. 140
Spelling Out the Performance Evaluation Processp. 141
Avoiding Common Mistakes That Evaluators Makep. 144
Realizing Why Evaluations Go Badp. 145
Preparing for the No-Surprises Evaluationp. 147
Part IV Working with (Other) Peoplep. 151
Chapter 10 Getting Your Message Acrossp. 153
Understanding Communication: The Cornerstone of Businessp. 154
The Cutting Edge of Communicationp. 155
Listeningp. 162
Harnessing the Power of the Written Wordp. 164
Making Presentationsp. 166
Chapter 11 It's a Team Thingp. 173
Phasing Out the Old Hierarchyp. 174
Empowering Your Teamsp. 176
Identifying Advantages of Teamsp. 178
Setting Up and Supporting Your Teamsp. 179
Meetings: Putting Teams to Workp. 184
Chapter 12 Managing Virtual Employeesp. 189
Making Room for a New Kind of Employeep. 190
Managing from a Distancep. 192
Managing Different Shiftsp. 193
Telecommuting: An Idea Whose Time Has (Finally) Come?p. 195
Chapter 13 Focusing on Ethics and Office Politicsp. 199
Doing the Right Thing! Ethics and Youp. 200
Evaluating Your Political Environmentp. 204
Scrutinizing Communication: What's Real and What's Not?p. 209
Uncovering the Unwritten Rules of Organizational Politicsp. 212
Protecting Yourselfp. 217
Part V Tough Times for Tough Managersp. 219
Chapter 14 Managing Change on the Jobp. 221
What's the Rush?p. 221
Change Happensp. 223
Change Affects Everyonep. 227
Encouraging Employee Initiativep. 228
When All Else Failsp. 229
Chapter 15 Employee Discipline: Speaking Softly and Carrying a Big Stickp. 231
Understanding Employee Disciplinep. 232
Focusing on Performance, Not Personalitiesp. 234
Identifying the Two Tracks of Disciplinep. 235
Disciplining Employees: A Suite in Five Partsp. 239
Making a Plan for Improvementp. 242
Implementing the Improvement Planp. 243
Chapter 16 Too Little, Too Late: Terminating Employeesp. 245
Terminations for Every Occasionp. 246
Conducting a Layoffp. 251
Heeding the Warning Before You Fire an Employeep. 254
Firing an Employee in Three Stepsp. 255
Determining When Is the Best Time to Terminatep. 257
Chapter 17 Managing Me: Taking Care of No. 1p. 259
Feeling the Work-Life Dilemmap. 259
Avoiding Workaholics 'R Usp. 263
Knowing the Symptoms of Stressp. 264
Managing Your Stressp. 265
Part VI Tools and Techniques for Managingp. 271
Chapter 18 Budgeting, Accounting, and Other Money Stuffp. 273
Exploring the Wonderful World of Budgetsp. 274
Making a Budgetp. 276
Pulling Rabbits Out of Hats and Other Budget Tricksp. 278
Understanding the Basics of Accountingp. 282
Identifying the Most Common Types of Financial Statementsp. 286
Chapter 19 Harnessing the Power of Technologyp. 295
Using Technology to Your Advantagep. 296
Weighing the Benefits and Drawbacks of Technologyp. 298
Improving Efficiency and Productivityp. 300
Getting the Most Out of Information Technologyp. 302
Having a Plan (And Sticking to It)p. 303
Chapter 20 Developing and Mentoring Employeesp. 305
Why Help Develop Your Employees?p. 306
Creating Career Development Plansp. 308
Helping Employees to Developp. 310
Finding a Mentor, Being a Mentorp. 313
Balancing Development and Downsizingp. 314
Chapter 21 Keeping Track of Recent Management Trendsp. 317
Going Back to Management 101p. 318
Creating a Learning Organizationp. 318
Making a Flat Organizationp. 320
Unlocking Open-Book Managementp. 321
Understanding Six Sigmap. 322
Part VII The Part of Tensp. 325
Chapter 22 Ten Common Management Mistakesp. 327
Not Making the Transition from Worker to Managerp. 327
Not Setting Clear Goals and Expectationsp. 328
Failing to Delegatep. 328
Failing to Communicatep. 329
Not Making Time for Employeesp. 329
Not Recognizing Employee Achievementsp. 330
Failing to Learnp. 330
Resisting Changep. 331
Going for the Quick Fix over the Lasting Solutionp. 331
Taking It All Too Seriouslyp. 331
Chapter 23 The Ten Best Ways to Recognize Employeesp. 333
Support and Involvementp. 333
Personal Praisep. 334
Autonomy and Authorityp. 334
Flexible Working Hoursp. 335
Learning and Developmentp. 335
Manager Availability and Timep. 335
Written Praisep. 336
Electronic Praisep. 336
Public Praisep. 337
Cash or Cash Substitutesp. 337
Chapter 24 Ten Classic Business Books That You Need to Know Aboutp. 339
Managing for Resultsp. 339
The Human Side of Enterprisep. 340
The Peter Principlep. 340
Up the Organizationp. 340
The One Minute Managerp. 341
The Goalp. 341
Leadership Is an Artp. 341
The Fifth Discipline: The Art and Practice of the Learning Organizationp. 342
The Wisdom of Teamsp. 342
Built to Last: Successful Habits of Visionary Companiesp. 343
First, Break All the Rules: What the World's Greatest Managers Do Differentlyp. 343
Indexp. 345