Becoming a Successful Manager: Powerful Tools for Making a Smooth Transition to Managing a Team, Second Edition
- 2h 45m
- Gary Grossman, J. Robert Parkinson
- McGraw-Hill
- 2010
The purpose of this book is to help you, as a new manager, quickly assimilate some of the basic knowledge you must have and actions you must put into practice in order to succeed. For you to gain maximum benefit from the material, we recommend that you keep a manager’s journal. In it, note the thoughts, ideas, and insights you generate while reading. A manager’s journal is also an excellent place to record your completed exercises, which are presented throughout these chapters, as well as other useful reminders and information that will help you become the outstanding manager you have the potential to be.
About the Authors
J. Robert Parkinson, Ph.D., serves on the faculty at Northwestern University. He is a consultant, trainer, and coach specializing in effective communications for major corporations, professional associations, and government agencies. He has hosted several radio programs and conducts seminars and personal coaching/counseling sessions in relationship building, management practices, and communication techniques.
Gary Grossman is the founder and CEO of Venn Strategy Group, which helps companies measure and manage strategy. He is an international consultant and trainer with expertise in using business intelligence and technology to build an integrated performance management culture. His clients have included several well known companies including Coca-Cola, Epson, and Avery Dennison.
In this Book
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Chapter 1: What Is a Professional Manager?
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Chapter 2: Defining Your Role
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Chapter 3: The Staff Mosaic—Working Together
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Chapter 4: Understanding Each Person in Your Department
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Chapter 5: Clarifying What You and Your Employees Have in Common
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Chapter 6: Adopting Positive and Productive Attitudes
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Chapter 7: Perpetuating a Problem—Solving Culture
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Chapter 8: Listening—Really Listen and You Will Hear More than Words
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Chapter 9: Mastering the Art of Asking Questions
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Chapter 10: Eliminating Weeds from Your Departmental Garden
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Chapter 11: Giving the Gift of Constructive Criticism
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Chapter 12: Hiring the Right People
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Chapter 13: Conducting Meaningful Performance Reviews
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Chapter 14: Delegating Effectively and Empowering Employees to Take Risks
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Chapter 15: Mastering Productive Meetings Is as Easy as PIE
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Chapter 16: Resolving Conflicts
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Chapter 17: Handling Harassment
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Chapter 18: Moving Forward
