The Book on Management
Published on 9. November 2004
Book
Hardback
258 pages
978-0-7890-2500-5 (ISBN)
Description
Enhance your effectiveness as a manager in any organization!
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 will be your guide to understanding what makes one manager superior to another and the skills and tactics you'll need to best get the job done.
From the historic development of the management position to a 90-day tactical plan for organizational change, this handy tool encompasses the totality of management. Useful for executives as well as neophytes, this book examines the three inseparable areas of successful management?its foundations, its functions, and intangibles such as leadership and motivation?that distinguish competent managers from ineffectual ones. Throughout The Book on Management, you'll find reviews and discussions about leading managing books and theories from the last century, showing you how the managing concept has altered with the times.
The Book on Management covers many important aspects of management success, including:
delegation and empowerment
identifying and avoiding management time-wasters
creating position descriptions and identifying employee candidates
hiring decisions
molding a positive normative culture at the office
leadership in an organizational environment
motivating employees
addiction in the organization
The Book on Management has something for everyone?from the newly hired or promoted manager to the experienced manager who wishes for better team unification or wants to go higher into top management. With special focus on the necessity and technique of removing non-productive employees, communication issues, and monitoring company expenses, this book provides you with the means to lead a team motivated to achieve excellence.
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 will be your guide to understanding what makes one manager superior to another and the skills and tactics you'll need to best get the job done.
From the historic development of the management position to a 90-day tactical plan for organizational change, this handy tool encompasses the totality of management. Useful for executives as well as neophytes, this book examines the three inseparable areas of successful management?its foundations, its functions, and intangibles such as leadership and motivation?that distinguish competent managers from ineffectual ones. Throughout The Book on Management, you'll find reviews and discussions about leading managing books and theories from the last century, showing you how the managing concept has altered with the times.
The Book on Management covers many important aspects of management success, including:
delegation and empowerment
identifying and avoiding management time-wasters
creating position descriptions and identifying employee candidates
hiring decisions
molding a positive normative culture at the office
leadership in an organizational environment
motivating employees
addiction in the organization
The Book on Management has something for everyone?from the newly hired or promoted manager to the experienced manager who wishes for better team unification or wants to go higher into top management. With special focus on the necessity and technique of removing non-productive employees, communication issues, and monitoring company expenses, this book provides you with the means to lead a team motivated to achieve excellence.
More details
Language
English
Place of publication
Binghamton
United States
Publishing group
Taylor & Francis Inc
Target group
Adult education
College/higher education
Weight
612 gr
ISBN-13
978-0-7890-2500-5 (9780789025005)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Persons
Content
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 Resume
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, Per
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 Resume
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, Per