By J. Robert Parkinson
This accomplished but inviting-to-read consultant has been thoroughly up-to-date to hide modern-day most crucial administration topics--from corporation tradition to new technologies.
About the Book
Becoming a profitable Manager has all of the instruments and strategies for creating a delicate transition into the function of supervisor. Drawing on either educational study and real-world adventure, the authors educate readers the way to practice what they name "The Discovery Method." via functional workouts and thought-provoking questions, readers find out how to deal with others as effectively as they've got controlled themselves. Updates comprise such well timed issues because the evolving roles of managers, handling up, and different alterations attributable to expertise, new generational affects, and alterations in total company tradition and expectations.
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Additional resources for Becoming a Successful Manager, Second Edition
How will you know it worked? • What feedback do you need from your team? • What feedback do they need from you? • How will they—and you—provide it? How will you leverage the strengths of all your team members? Questions to Consider • What am I doing to create and maintain magnetism between the staff members and our collective mission and objectives? • What technologies will work for me? Which ones won’t? • What is my strategy for creating the best mosaic given the mix of people, the dynamic workplace, and technology limitations?
You can accomplish this by asking direct questions, as you would in an interview, or by posing a problem or two—preferably real ones—and asking each person how he or she would deal with them. However you proceed, your approach should not be intimidating. To set the stage for positive communication, make sure to tell your employees beforehand that you want to improve their work environment, their job satisfaction, and your abilities as a manager. Create a relaxed, casual environment conducive to open dialogue, even laughter, if possible.
Who Are the Workers in Today’s Workforce? ): • Traditionalists • Baby Boomers • Generation X • Generation Y These aren’t just labels; they deﬁ ne individuals with different work habits, expectations, and attitudes. Individuals from each group bring valuable contributions. Whether the value is a unique factor to the equation, a new piece to the puzzle, their two cents, an essential cog in the wheel of progress, or a distinct tweet to the discussion, it is up to you as the manager to encourage all of them to share their skills constructively and cooperatively.
Becoming a Successful Manager, Second Edition by J. Robert Parkinson