
The ASTD Management Development Handbook
Description
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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
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