The effective manager:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, New Jersey
Wiley
[2016]
|
| Schlagworte: | |
| Beschreibung: | Includes index Online resource; title from e-book title screen (EBL platform, viewed January 12, 2017) |
| Beschreibung: | 1 online resource (xiv, 194 pages) illustrations (some color) |
| ISBN: | 9781119286110 1119286115 9781119286127 1119286123 |
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| 100 | 1 | |a Horstman, Mark |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a The effective manager |c Mark Horstman |
| 264 | 1 | |a Hoboken, New Jersey |b Wiley |c [2016] | |
| 300 | |a 1 online resource (xiv, 194 pages) |b illustrations (some color) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Includes index | ||
| 500 | |a Online resource; title from e-book title screen (EBL platform, viewed January 12, 2017) | ||
| 505 | 8 | |a The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today | |
| 505 | 8 | |a "The how-to guide for exceptional management from the bottom up The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what "effective management" actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way. Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level--with a behavioral framework designed to be tailored to your team's specific needs. Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance."--Provided by publisher | |
| 505 | 8 | |a Introduction: Who This Book Is for, What It's about, and Why -- What Is an Effective Manager? -- The Four Critical Behaviors -- Teachable and Sustainable Tools -- Know Your People: One On Ones -- Common Questions and Resistance to One On Ones -- How to Start Doing One On Ones -- Talk about Performance -- Common Questions and Resistance to Feedback -- How to Start Delivering Feedback -- Ask For More: Coaching -- How to Start Coaching -- Push Work Down: Delegation -- Common Questions and Resistance to Delegation -- How to Start Delegating | |
| 505 | 8 | |a Introduction: Who This Book Is for, What It's about, and Why. About Manager Tools -- A Note about Data -- A Note about Gender. 1. What Is an Effective Manager? Your First Responsibility as a Manager Is to Achieve Results -- Your Second Responsibility as a Manager Is to Retain Your People -- The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People. 2. The Four Critical Behaviors. The First Critical Behavior: Get to Know Your People -- The Second Critical Behavior: Communicate about Performance -- The Third Critical Behavior: Ask for More -- The Fourth Critical Behavior: Push Work Down. 3. Teachable and Sustainable Tools. 4. Know Your People. One On Ones -- Scheduled -- Weekly -- 30-Minute Meeting -- With Each of Your Directs -- The Manager Takes Notes -- Where to Conduct One On Ones. 5. Common Questions and Resistance to One On Ones. The Most Common Forms of One-On-One Pushback -- Talking Too Much and Talking Too Little -- Pushback on Note Taking -- | |
| 505 | 8 | |a Can I Do One On Ones over the Phone? -- Can I Be Friends with My Directs? -- Can I Do One On Ones as a Project Manager? 6. How to Start Doing One On Ones. Choose Times from Your Calendar -- Send Out a One-On-One E-mail Invitation -- Allow for Possible Changes in the Near Future -- Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting -- Answer Questions -- Conduct One On Ones Only for 12 Weeks -- Don't Rush to Get to Feedback! -- Don't Rush to Get to Negative Feedback. 7. Talk about Performance -- Feedback. Encourage Effective Future Behavior -- When Should I Give Feedback? 8. Common Questions and Resistance to Feedback. How Does It Sound? -- The Capstone: Systemic Feedback. 9. How to Start Delivering Feedback. Announce Your Intention in Your Weekly Staff Meeting -- Schedule 30 Minutes for Your Briefing -- Use Our Materials -- Cover the Purpose of Feedback -- Walk Them through Each Step of the Feedback Model -- Give Only Positive Feedback for Eight Weeks -- | |
| 505 | 8 | |a Add in Negative Feedback after Eight Weeks -- Stay as Positive as You Can. 10. Ask For More -- Coaching. Step 1: Collaborate to Set a Goal -- Step 2: Collaborate to Brainstorm Resources -- Step 3: Collaborate to Create a Plan -- Step 4: The Direct Acts and Reports on the Plan | |
| 505 | 8 | |a 11. How to Start Coaching. 12. Push Work Down—Delegation. Why Delegation Is the Solution -- The Delegation Cascade -- How to Delegate -- The Manager Tools Delegation Model. 13. Common Questions and Resistance to Delegation. What Should You Delegate? -- What If a Direct Repeatedly Says No to Delegation Requests? 14. How to Start Delegating | |
| 650 | 4 | |a Nonfiction | |
| 650 | 4 | |a Business | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Industrial Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management Science |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Organizational Behavior |2 bisacsh | |
| 650 | 7 | |a Management |2 fast | |
| 650 | 7 | |a Personnel management |2 fast | |
| 650 | 7 | |a Supervision of employees |2 fast | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Personnel management |a Supervision of employees |a Management | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Horstman, Mark |t Effective manager |d Hoboken, NJ : Wiley, 2016 |z 1119244609 |z 9781119244608 |
| 912 | |a ZDB-4-NLEBK | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-029763743 | ||
Datensatz im Suchindex
| _version_ | 1804177609134702592 |
|---|---|
| any_adam_object | |
| author | Horstman, Mark |
| author_facet | Horstman, Mark |
| author_role | aut |
| author_sort | Horstman, Mark |
| author_variant | m h mh |
| building | Verbundindex |
| bvnumber | BV044361112 |
| collection | ZDB-4-NLEBK |
| contents | The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today "The how-to guide for exceptional management from the bottom up The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what "effective management" actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way. Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level--with a behavioral framework designed to be tailored to your team's specific needs. Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance."--Provided by publisher Introduction: Who This Book Is for, What It's about, and Why -- What Is an Effective Manager? -- The Four Critical Behaviors -- Teachable and Sustainable Tools -- Know Your People: One On Ones -- Common Questions and Resistance to One On Ones -- How to Start Doing One On Ones -- Talk about Performance -- Common Questions and Resistance to Feedback -- How to Start Delivering Feedback -- Ask For More: Coaching -- How to Start Coaching -- Push Work Down: Delegation -- Common Questions and Resistance to Delegation -- How to Start Delegating Introduction: Who This Book Is for, What It's about, and Why. About Manager Tools -- A Note about Data -- A Note about Gender. 1. What Is an Effective Manager? Your First Responsibility as a Manager Is to Achieve Results -- Your Second Responsibility as a Manager Is to Retain Your People -- The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People. 2. The Four Critical Behaviors. The First Critical Behavior: Get to Know Your People -- The Second Critical Behavior: Communicate about Performance -- The Third Critical Behavior: Ask for More -- The Fourth Critical Behavior: Push Work Down. 3. Teachable and Sustainable Tools. 4. Know Your People. One On Ones -- Scheduled -- Weekly -- 30-Minute Meeting -- With Each of Your Directs -- The Manager Takes Notes -- Where to Conduct One On Ones. 5. Common Questions and Resistance to One On Ones. The Most Common Forms of One-On-One Pushback -- Talking Too Much and Talking Too Little -- Pushback on Note Taking -- Can I Do One On Ones over the Phone? -- Can I Be Friends with My Directs? -- Can I Do One On Ones as a Project Manager? 6. How to Start Doing One On Ones. Choose Times from Your Calendar -- Send Out a One-On-One E-mail Invitation -- Allow for Possible Changes in the Near Future -- Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting -- Answer Questions -- Conduct One On Ones Only for 12 Weeks -- Don't Rush to Get to Feedback! -- Don't Rush to Get to Negative Feedback. 7. Talk about Performance -- Feedback. Encourage Effective Future Behavior -- When Should I Give Feedback? 8. Common Questions and Resistance to Feedback. How Does It Sound? -- The Capstone: Systemic Feedback. 9. How to Start Delivering Feedback. Announce Your Intention in Your Weekly Staff Meeting -- Schedule 30 Minutes for Your Briefing -- Use Our Materials -- Cover the Purpose of Feedback -- Walk Them through Each Step of the Feedback Model -- Give Only Positive Feedback for Eight Weeks -- Add in Negative Feedback after Eight Weeks -- Stay as Positive as You Can. 10. Ask For More -- Coaching. Step 1: Collaborate to Set a Goal -- Step 2: Collaborate to Brainstorm Resources -- Step 3: Collaborate to Create a Plan -- Step 4: The Direct Acts and Reports on the Plan 11. How to Start Coaching. 12. Push Work Down—Delegation. Why Delegation Is the Solution -- The Delegation Cascade -- How to Delegate -- The Manager Tools Delegation Model. 13. Common Questions and Resistance to Delegation. What Should You Delegate? -- What If a Direct Repeatedly Says No to Delegation Requests? 14. How to Start Delegating |
| ctrlnum | (ZDB-4-NLEBK)ocn951975206 (OCoLC)951975206 (DE-599)BVBBV044361112 |
| dewey-full | 658.302 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.302 |
| dewey-search | 658.302 |
| dewey-sort | 3658.302 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV044361112 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T07:50:48Z |
| institution | BVB |
| isbn | 9781119286110 1119286115 9781119286127 1119286123 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-029763743 |
| oclc_num | 951975206 |
| open_access_boolean | |
| physical | 1 online resource (xiv, 194 pages) illustrations (some color) |
| psigel | ZDB-4-NLEBK |
| publishDate | 2016 |
| publishDateSearch | 2016 |
| publishDateSort | 2016 |
| publisher | Wiley |
| record_format | marc |
| spelling | Horstman, Mark Verfasser aut The effective manager Mark Horstman Hoboken, New Jersey Wiley [2016] 1 online resource (xiv, 194 pages) illustrations (some color) txt rdacontent c rdamedia cr rdacarrier Includes index Online resource; title from e-book title screen (EBL platform, viewed January 12, 2017) The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today "The how-to guide for exceptional management from the bottom up The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what "effective management" actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way. Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level--with a behavioral framework designed to be tailored to your team's specific needs. Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance."--Provided by publisher Introduction: Who This Book Is for, What It's about, and Why -- What Is an Effective Manager? -- The Four Critical Behaviors -- Teachable and Sustainable Tools -- Know Your People: One On Ones -- Common Questions and Resistance to One On Ones -- How to Start Doing One On Ones -- Talk about Performance -- Common Questions and Resistance to Feedback -- How to Start Delivering Feedback -- Ask For More: Coaching -- How to Start Coaching -- Push Work Down: Delegation -- Common Questions and Resistance to Delegation -- How to Start Delegating Introduction: Who This Book Is for, What It's about, and Why. About Manager Tools -- A Note about Data -- A Note about Gender. 1. What Is an Effective Manager? Your First Responsibility as a Manager Is to Achieve Results -- Your Second Responsibility as a Manager Is to Retain Your People -- The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People. 2. The Four Critical Behaviors. The First Critical Behavior: Get to Know Your People -- The Second Critical Behavior: Communicate about Performance -- The Third Critical Behavior: Ask for More -- The Fourth Critical Behavior: Push Work Down. 3. Teachable and Sustainable Tools. 4. Know Your People. One On Ones -- Scheduled -- Weekly -- 30-Minute Meeting -- With Each of Your Directs -- The Manager Takes Notes -- Where to Conduct One On Ones. 5. Common Questions and Resistance to One On Ones. The Most Common Forms of One-On-One Pushback -- Talking Too Much and Talking Too Little -- Pushback on Note Taking -- Can I Do One On Ones over the Phone? -- Can I Be Friends with My Directs? -- Can I Do One On Ones as a Project Manager? 6. How to Start Doing One On Ones. Choose Times from Your Calendar -- Send Out a One-On-One E-mail Invitation -- Allow for Possible Changes in the Near Future -- Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting -- Answer Questions -- Conduct One On Ones Only for 12 Weeks -- Don't Rush to Get to Feedback! -- Don't Rush to Get to Negative Feedback. 7. Talk about Performance -- Feedback. Encourage Effective Future Behavior -- When Should I Give Feedback? 8. Common Questions and Resistance to Feedback. How Does It Sound? -- The Capstone: Systemic Feedback. 9. How to Start Delivering Feedback. Announce Your Intention in Your Weekly Staff Meeting -- Schedule 30 Minutes for Your Briefing -- Use Our Materials -- Cover the Purpose of Feedback -- Walk Them through Each Step of the Feedback Model -- Give Only Positive Feedback for Eight Weeks -- Add in Negative Feedback after Eight Weeks -- Stay as Positive as You Can. 10. Ask For More -- Coaching. Step 1: Collaborate to Set a Goal -- Step 2: Collaborate to Brainstorm Resources -- Step 3: Collaborate to Create a Plan -- Step 4: The Direct Acts and Reports on the Plan 11. How to Start Coaching. 12. Push Work Down—Delegation. Why Delegation Is the Solution -- The Delegation Cascade -- How to Delegate -- The Manager Tools Delegation Model. 13. Common Questions and Resistance to Delegation. What Should You Delegate? -- What If a Direct Repeatedly Says No to Delegation Requests? 14. How to Start Delegating Nonfiction Business BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Management fast Personnel management fast Supervision of employees fast Wirtschaft Personnel management Supervision of employees Management Erscheint auch als Druck-Ausgabe Horstman, Mark Effective manager Hoboken, NJ : Wiley, 2016 1119244609 9781119244608 |
| spellingShingle | Horstman, Mark The effective manager The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today "The how-to guide for exceptional management from the bottom up The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what "effective management" actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way. Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level--with a behavioral framework designed to be tailored to your team's specific needs. Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance."--Provided by publisher Introduction: Who This Book Is for, What It's about, and Why -- What Is an Effective Manager? -- The Four Critical Behaviors -- Teachable and Sustainable Tools -- Know Your People: One On Ones -- Common Questions and Resistance to One On Ones -- How to Start Doing One On Ones -- Talk about Performance -- Common Questions and Resistance to Feedback -- How to Start Delivering Feedback -- Ask For More: Coaching -- How to Start Coaching -- Push Work Down: Delegation -- Common Questions and Resistance to Delegation -- How to Start Delegating Introduction: Who This Book Is for, What It's about, and Why. About Manager Tools -- A Note about Data -- A Note about Gender. 1. What Is an Effective Manager? Your First Responsibility as a Manager Is to Achieve Results -- Your Second Responsibility as a Manager Is to Retain Your People -- The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People. 2. The Four Critical Behaviors. The First Critical Behavior: Get to Know Your People -- The Second Critical Behavior: Communicate about Performance -- The Third Critical Behavior: Ask for More -- The Fourth Critical Behavior: Push Work Down. 3. Teachable and Sustainable Tools. 4. Know Your People. One On Ones -- Scheduled -- Weekly -- 30-Minute Meeting -- With Each of Your Directs -- The Manager Takes Notes -- Where to Conduct One On Ones. 5. Common Questions and Resistance to One On Ones. The Most Common Forms of One-On-One Pushback -- Talking Too Much and Talking Too Little -- Pushback on Note Taking -- Can I Do One On Ones over the Phone? -- Can I Be Friends with My Directs? -- Can I Do One On Ones as a Project Manager? 6. How to Start Doing One On Ones. Choose Times from Your Calendar -- Send Out a One-On-One E-mail Invitation -- Allow for Possible Changes in the Near Future -- Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting -- Answer Questions -- Conduct One On Ones Only for 12 Weeks -- Don't Rush to Get to Feedback! -- Don't Rush to Get to Negative Feedback. 7. Talk about Performance -- Feedback. Encourage Effective Future Behavior -- When Should I Give Feedback? 8. Common Questions and Resistance to Feedback. How Does It Sound? -- The Capstone: Systemic Feedback. 9. How to Start Delivering Feedback. Announce Your Intention in Your Weekly Staff Meeting -- Schedule 30 Minutes for Your Briefing -- Use Our Materials -- Cover the Purpose of Feedback -- Walk Them through Each Step of the Feedback Model -- Give Only Positive Feedback for Eight Weeks -- Add in Negative Feedback after Eight Weeks -- Stay as Positive as You Can. 10. Ask For More -- Coaching. Step 1: Collaborate to Set a Goal -- Step 2: Collaborate to Brainstorm Resources -- Step 3: Collaborate to Create a Plan -- Step 4: The Direct Acts and Reports on the Plan 11. How to Start Coaching. 12. Push Work Down—Delegation. Why Delegation Is the Solution -- The Delegation Cascade -- How to Delegate -- The Manager Tools Delegation Model. 13. Common Questions and Resistance to Delegation. What Should You Delegate? -- What If a Direct Repeatedly Says No to Delegation Requests? 14. How to Start Delegating Nonfiction Business BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Management fast Personnel management fast Supervision of employees fast Wirtschaft Personnel management Supervision of employees Management |
| title | The effective manager |
| title_auth | The effective manager |
| title_exact_search | The effective manager |
| title_full | The effective manager Mark Horstman |
| title_fullStr | The effective manager Mark Horstman |
| title_full_unstemmed | The effective manager Mark Horstman |
| title_short | The effective manager |
| title_sort | the effective manager |
| topic | Nonfiction Business BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Management fast Personnel management fast Supervision of employees fast Wirtschaft Personnel management Supervision of employees Management |
| topic_facet | Nonfiction Business BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Management Personnel management Supervision of employees Wirtschaft Personnel management Supervision of employees Management |
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