Managing for dummies / by Bob Nelson and Peter Economy; foreword by Ken Blanchard.

by Nelson, Bob, 1956-Looking glass; Economy, PeterLooking glass.

Series: --For dummies: Publisher: New York : Wiley, [2003]Edition: Second edition.Description: xx, 360 pages : illustrations ; 24 cm.ISBN: 0764517716.Subject(s): ManagementLooking glassNote: Includes index.
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Printed books 658 NEL (Browse shelf (Opens below)) Available 11397349
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Enhanced descriptions from Syndetics:

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.

Includes index.

Table of contents provided by Syndetics

  • Foreword (p. xix)
  • Introduction (p. 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 Management (p. 9)
  • Quick Fixes Don't Stick (p. 13)
  • Meeting the Management Challenge (p. 14)
  • Explaining the New Functions of Management (p. 19)
  • Taking the First Steps toward Becoming a Manager (p. 24)
  • Chapter 2 Delegation: Getting Things Done without Getting Done In (p. 29)
  • Delegating: The Manager's No. 1 Tool (p. 30)
  • Explaining the Myths about Delegation (p. 32)
  • Taking the Six Steps to Delegate (p. 37)
  • Reviewing the Good and Bad of Delegation (p. 38)
  • Checking Up Instead of Checking Out (p. 42)
  • Chapter 3 Lead, Follow, or Get Out of the Way (p. 45)
  • Understanding the Differences between Management and Leadership (p. 46)
  • Figuring Out What Leaders Do (p. 47)
  • Surveying Leading Leadership Traits (p. 50)
  • Fostering Collaborative Leadership (p. 54)
  • Part II Managing: The People Part (p. 57)
  • Chapter 4 Hiring: The Million-Dollar Decision (p. 59)
  • Defining the Characteristics of Your New Employees (p. 60)
  • Defining the Job Before You Start (p. 61)
  • Finding Good People (p. 62)
  • You Can Be the Greatest Interviewer in the World (p. 65)
  • Evaluating Your Candidates (p. 70)
  • Hiring the Best (And Leaving the Rest) (p. 73)
  • Chapter 5 Inspiring Employees to Better Performance (p. 77)
  • The Greatest Management Principle in the World (p. 78)
  • Figuring Out What Employees What? (p. 80)
  • Deciding What to Reward (p. 85)
  • Starting with the Positive (p. 87)
  • Making a Big Deal about Something Little (p. 88)
  • Money Isn't Important (No, Really!) (p. 89)
  • Chapter 6 When in Doubt, Coach (p. 95)
  • Who's a Coach? (p. 96)
  • Coaching: The Short Lesson (p. 97)
  • Coaching Metaphors for Success in Business (p. 99)
  • Eyeing Turning Points (p. 99)
  • Identifying a Coach's Tools (p. 102)
  • Part III Making Things Happen (p. 105)
  • Chapter 7 Goal Setting Made Easy (p. 107)
  • If You Don't Know Where You're Going, How Do You Know When You Get There? (p. 108)
  • Identifying SMART Goals (p. 110)
  • Setting Goals: Less Is More (p. 112)
  • Communicating Your Goals to Your Team (p. 115)
  • Juggling Priorities: Keeping Your Eye on the Ball (p. 117)
  • Using Your Power for Good: Making Your Goals Happen (p. 119)
  • Chapter 8 Measuring and Monitoring Individual and Project Performance (p. 123)
  • Keeping Your Eye on the Ball (p. 124)
  • Developing a System for Providing Immediate Performance Feedback (p. 126)
  • Putting Performance Measuring and Monitoring into Practice (p. 129)
  • Gantts, PERTs, and Other Yardsticks (p. 132)
  • You Have Their Number: Now What? (p. 136)
  • Chapter 9 The Fine Art of Performance Evaluations (p. 139)
  • Evaluating Performance: Why Bother? (p. 140)
  • Spelling Out the Performance Evaluation Process (p. 141)
  • Avoiding Common Mistakes That Evaluators Make (p. 144)
  • Realizing Why Evaluations Go Bad (p. 145)
  • Preparing for the No-Surprises Evaluation (p. 147)
  • Part IV Working with (Other) People (p. 151)
  • Chapter 10 Getting Your Message Across (p. 153)
  • Understanding Communication: The Cornerstone of Business (p. 154)
  • The Cutting Edge of Communication (p. 155)
  • Listening (p. 162)
  • Harnessing the Power of the Written Word (p. 164)
  • Making Presentations (p. 166)
  • Chapter 11 It's a Team Thing (p. 173)
  • Phasing Out the Old Hierarchy (p. 174)
  • Empowering Your Teams (p. 176)
  • Identifying Advantages of Teams (p. 178)
  • Setting Up and Supporting Your Teams (p. 179)
  • Meetings: Putting Teams to Work (p. 184)
  • Chapter 12 Managing Virtual Employees (p. 189)
  • Making Room for a New Kind of Employee (p. 190)
  • Managing from a Distance (p. 192)
  • Managing Different Shifts (p. 193)
  • Telecommuting: An Idea Whose Time Has (Finally) Come? (p. 195)
  • Chapter 13 Focusing on Ethics and Office Politics (p. 199)
  • Doing the Right Thing! Ethics and You (p. 200)
  • Evaluating Your Political Environment (p. 204)
  • Scrutinizing Communication: What's Real and What's Not? (p. 209)
  • Uncovering the Unwritten Rules of Organizational Politics (p. 212)
  • Protecting Yourself (p. 217)
  • Part V Tough Times for Tough Managers (p. 219)
  • Chapter 14 Managing Change on the Job (p. 221)
  • What's the Rush? (p. 221)
  • Change Happens (p. 223)
  • Change Affects Everyone (p. 227)
  • Encouraging Employee Initiative (p. 228)
  • When All Else Fails (p. 229)
  • Chapter 15 Employee Discipline: Speaking Softly and Carrying a Big Stick (p. 231)
  • Understanding Employee Discipline (p. 232)
  • Focusing on Performance, Not Personalities (p. 234)
  • Identifying the Two Tracks of Discipline (p. 235)
  • Disciplining Employees: A Suite in Five Parts (p. 239)
  • Making a Plan for Improvement (p. 242)
  • Implementing the Improvement Plan (p. 243)
  • Chapter 16 Too Little, Too Late: Terminating Employees (p. 245)
  • Terminations for Every Occasion (p. 246)
  • Conducting a Layoff (p. 251)
  • Heeding the Warning Before You Fire an Employee (p. 254)
  • Firing an Employee in Three Steps (p. 255)
  • Determining When Is the Best Time to Terminate (p. 257)
  • Chapter 17 Managing Me: Taking Care of No. 1 (p. 259)
  • Feeling the Work-Life Dilemma (p. 259)
  • Avoiding Workaholics 'R Us (p. 263)
  • Knowing the Symptoms of Stress (p. 264)
  • Managing Your Stress (p. 265)
  • Part VI Tools and Techniques for Managing (p. 271)
  • Chapter 18 Budgeting, Accounting, and Other Money Stuff (p. 273)
  • Exploring the Wonderful World of Budgets (p. 274)
  • Making a Budget (p. 276)
  • Pulling Rabbits Out of Hats and Other Budget Tricks (p. 278)
  • Understanding the Basics of Accounting (p. 282)
  • Identifying the Most Common Types of Financial Statements (p. 286)
  • Chapter 19 Harnessing the Power of Technology (p. 295)
  • Using Technology to Your Advantage (p. 296)
  • Weighing the Benefits and Drawbacks of Technology (p. 298)
  • Improving Efficiency and Productivity (p. 300)
  • Getting the Most Out of Information Technology (p. 302)
  • Having a Plan (And Sticking to It) (p. 303)
  • Chapter 20 Developing and Mentoring Employees (p. 305)
  • Why Help Develop Your Employees? (p. 306)
  • Creating Career Development Plans (p. 308)
  • Helping Employees to Develop (p. 310)
  • Finding a Mentor, Being a Mentor (p. 313)
  • Balancing Development and Downsizing (p. 314)
  • Chapter 21 Keeping Track of Recent Management Trends (p. 317)
  • Going Back to Management 101 (p. 318)
  • Creating a Learning Organization (p. 318)
  • Making a Flat Organization (p. 320)
  • Unlocking Open-Book Management (p. 321)
  • Understanding Six Sigma (p. 322)
  • Part VII The Part of Tens (p. 325)
  • Chapter 22 Ten Common Management Mistakes (p. 327)
  • Not Making the Transition from Worker to Manager (p. 327)
  • Not Setting Clear Goals and Expectations (p. 328)
  • Failing to Delegate (p. 328)
  • Failing to Communicate (p. 329)
  • Not Making Time for Employees (p. 329)
  • Not Recognizing Employee Achievements (p. 330)
  • Failing to Learn (p. 330)
  • Resisting Change (p. 331)
  • Going for the Quick Fix over the Lasting Solution (p. 331)
  • Taking It All Too Seriously (p. 331)
  • Chapter 23 The Ten Best Ways to Recognize Employees (p. 333)
  • Support and Involvement (p. 333)
  • Personal Praise (p. 334)
  • Autonomy and Authority (p. 334)
  • Flexible Working Hours (p. 335)
  • Learning and Development (p. 335)
  • Manager Availability and Time (p. 335)
  • Written Praise (p. 336)
  • Electronic Praise (p. 336)
  • Public Praise (p. 337)
  • Cash or Cash Substitutes (p. 337)
  • Chapter 24 Ten Classic Business Books That You Need to Know About (p. 339)
  • Managing for Results (p. 339)
  • The Human Side of Enterprise (p. 340)
  • The Peter Principle (p. 340)
  • Up the Organization (p. 340)
  • The One Minute Manager (p. 341)
  • The Goal (p. 341)
  • Leadership Is an Art (p. 341)
  • The Fifth Discipline: The Art and Practice of the Learning Organization (p. 342)
  • The Wisdom of Teams (p. 342)
  • Built to Last: Successful Habits of Visionary Companies (p. 343)
  • First, Break All the Rules: What the World's Greatest Managers Do Differently (p. 343)
  • Index (p. 345)

Author notes provided by Syndetics

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)

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