The ASTD Management Development Handbook
Innovation for Today's Manager
Published on 1. May 2012
560 pages
978-1-60728-758-2 (ISBN)
Description
The ASTD Management Development Handbook is a powerful collection covering many aspects of management in today's business climate. Deftly edited by management expert Lisa Haneberg, The ASTD Management Development Handbook provides insightful thinking from modern management professionals who are in touch with the issues, challenges, opportunities, and dynamics present in contemporary corporate culture. While writing in a range of styles and on a variety of management- and leadership-related topics, these contributors have in common a great deal of real-world managerial experience, passion for their area of expertise, and a desire to share their cutting-edge thinking on best management practices.
Through this handbook, you will gain a greater understanding of:
Through this handbook, you will gain a greater understanding of:
- complexity, power, and energy dynamics within organizations
- workplace cultures where authenticity, openness, quality, community, happiness, and recognition flourish
- the manager's role in creating organizational culture
- developing, leading, and maintaining successful teams
- exploring management as a social act
- creating, inspiring, and engaging productive workplaces.
The ASTD Management Development Handbook suffers from no blind spots or filler chapters. Instead, it is a vital, cohesive compilation of the most current thinking on modern managerial practices available today, filled with concise, focused, and pragmatic lessons and wisdom.
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Content
- Cover
- Title Page
- Copyright Page
- Contents
- Foreword
- Introduction: Into the Future We Go
- Section I: Fundamental Ideas for Managers
- Chapter 1: Complexity and Perseverance by Margaret Wheatley, EdD
- Chapter 2: The Way We're Working Isn't Working: More and More, Less and Less by Tony Schwartz
- Chapter 3: Irreverence as a Managerial Tool: What Managers Can Learn From Tina Fey, Martin Luther, and Bob Dylan by Michael Kroth, PhD
- Chapter 4: The Five Universal Themes in Business by Todd Sattersten
- Chapter 5: Positively Using Your Power by Sharlyn Lauby
- Chapter 6: New Evidence of Servant Leadership's Efficacy as a Managerial Approach by Bret Simmons, PhD
- Chapter 7: Two Good Things About Cats and Eight More Perspectives for Results by Randy Boek
- Chapter 8: The Manager's Role in Creating a Learning Culture by Kevin Eikenberry
- Chapter 9: Managing Scenario Projects by Thomas Chermack, PhD
- Chapter 10: A Note on Women and Power by Jeffery Pfeffer, PhD
- Chapter 11: Brainpowered Tone Tools to Manage Excellence by Ellen Weber, PhD
- Section II: Managers as Culture Builders
- Chapter 12: Who Says There's No Crying in Leadership by Terry "Starbucker" St. Marie
- Chapter 13: The LPK Field Guide - An Inspiring Model for Communicating Excellence by LPK Design Team
- Chapter 14: Rethinking Your Organization as a Community - The Open Source Way by Chris Grams
- Chapter 15: From Quality to Excellence: Essential Strategies for Building a Quality-Oriented Culture by Tanmay Vora
- Chapter 16: The Mesh: Access Over Ownership by Lisa Ganksy
- Chapter 17: Should Managers Care About Employee Happiness by Michael Lee Stallard
- Chapter 18: The Manager as Extreme Leader by Steve Farber and Steve Dealph
- Chapter 19: Winning With a Culture of Recognition by Eric Mosley and Derek Irvine
- Section III: The Goal: Team Members Who Do Their Best Work Together
- Chapter 20: Creating a Sharing Society by Rajesh Setty
- Chapter 21: Are SMART Goals Dumb? by Mark Murphy
- Chapter 22: How Team Building Really Works by Steve Roesler
- Chapter 23: Get Rid of the Dotted Lines: Accountability and Authority in Managerial Relationships by Tom Foster
- Chapter 24: Performance Management at Ground Level by Wally Bock
- Chapter 25: The First Secret of Improvisation - Yes! Space by Karen Hough
- Chapter 26: Engaging Management: Put an End to Employee Engagement by David Zinger
- Chapter 27: Creating Winning Teams by Vikram Bector
- Chapter 28: Co-Create: Building a Successful, Enduring Organization One Project at a Time by Steve Martin
- Chapter 29: You're Not the Boss of Me by Jodee Bock
- Chapter 30: Make Talent Your Business by Wendy Axelrod and Jeannie Coyle
- Section IV: Management Is a Social Act
- Chapter 31: Unmanaging the Network by David Weinberger, PhD
- Chapter 32: How to Fascinate by Sally Hogshead
- Chapter 33: ValYouCasting: The New Workforce Social Competencies by Terrence Wing
- Chapter 34: Using Social Media to Create Systems of Engagement by CV Harquail, PhD
- Chapter 35: How to Run a Great Web Meeting by Wayne Turmel
- Chapter 36: Convening: The Ultimate Management App by Patricia Neal and Craig Neal
- Chapter 37: The Multicultural and Mulitgenerational Workplace: What Are the Future Challenges to Leaders? by Alfredo Castro
- Conclusion: Management Is a Craft
- Reference Section
- About the Editor
- Index
