Becoming A Manager

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Becoming a Manager

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Becoming a Manager by Linda Annette Hill Book Resume:

The transition from star performer to a competent manager can be trying for many--even traumatic. The skills that led to success as a salesperson, for example, are very different from those needed to manage a sales force. New managers must learn how to lead others, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many new managers fail to make. In BECOMING A MANAGER, Linda Hill traces the experiences of 19 new managers over the course of their first year in a managerial capacity. Through personal interviews she reveals the complexity of the process and examines the expectations of the managers, their subordinates, and their superiors. In their own words the managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective work relationships with subordinates, how and when they used individual and organizational resources, and how they learned to cope with the stresses and emotions of the transformation. Above all, they describe what it meant to take on a new identity. Two themes emerge from this fascinating book. First, the transition from individual contributor to manager represented a profound psychological adjustment--a transformation--as the managers tried to contend with their new responsibilities. Second, the process of becoming a manager is primarily one of learning from experience. Through trial and error, observation and interpretation, the new managers learned what it took to become an effective business leader. The human and financial costs associated with the transition to manager can be considerable. Descriptions of bad judgment, burnout, and incompetence abound in these pages. But there are steps companies can take to improve the odds for first-time managers. Linda Hill gives concrete, practical suggestions that any company can use to help managers survive their first year and become effective contributors to the organization. BECOMING A MANAGER provides valuable insight into the challenges that new managers face. It is must reading for human resource professionals and others responsible for management development, as well as for the manager struggling to make the difficult transition to a new identity.

Becoming a Manager

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Becoming a Manager by Linda A. Hill Book Resume:

New managers must learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many fail to make. This book traces the experiences of nineteen new managers over the course of their first year in a managerial capacity. Reveals the complexity of the transition and analyzes the expectations of the managers, their subordinates, and their superiors. New managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective work relationships, how and when they used individual and organizational resources, and how they learned to cope with the inevitable stresses of the transformation. They describe what it was like to take on a new identity. Two themes emerge: first the transition from individual contributor to manager is a profound psychological adjustment--a transformation; second, the process of becoming a manager is primarily one of learning from experience. Through trial and error, observation and interpretation, the new managers learned what it took to become effective business leaders.

Becoming a Manager

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Becoming a Manager by Perry MCINTOSH,Richard A. LUECKE Book Resume:

The role of the new manager demands a new mindset, new activities, and new relationships with people throughout the organization. Becoming a Manager guides the first-time manager through these and other challenges. Part One, Making the Transition, explores how to make the critical shift from individual contributor to manager; what it takes to build a successful partnership with your boss; and the key elements of managing time, which is every manager’s scarcest commodity. Part Two, Developing Your Management Skills, examines how to use influence and persuasion to manage without formal authority; how to develop a leadership style; the elements of planning and setting goals; and the critical roles of work processes and continuous improvement. In Part Three, Managing Others, readers learn how to master the performance management process; adopt a process for making sound decisions; and handle difficult people and situations, including high-value customers or a difficult boss. Throughout the course, examples, exercises, Think About It sections, and topical sidebars provide readers opportunities for practice, feedback, and application. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through amaselfstudy.org or purchase an online version of the course through www.flexstudy.com.

Do You Have What It Takes to Become a Manager? a Guide for Those Driven to Lead!

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Do You Have What It Takes to Become a Manager? a Guide for Those Driven to Lead! by George R. Kennedy Book Resume:

"This book was inspired by my concern that throughout my 34-plus years in the supervisor/management field, I only met a few managers who really knew how to manage others. It's an artful skill and not just anyone can do it," says author George R. Kennedy.Do You Have What It Takes to Become a Manager? is a "how to" book written because the focus these days that "education is the best candidate has limited the number of very good experienced people who could really help the educated perform better."Making the jump from worker to manager is more difficult than most people think. It's an important decision and shouldn't be taken lightly. The book's 12 chapters are designed as A Guide for Those Driven to Lead!

Becoming a Manager

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Becoming a Manager by Patrick Cunneen Book Resume:

Across the world, being promoted to manager is seen as a validation of career success. Professionals who spend all of their college education learning about engineering or accountancy or law have spent their early years applying that learning as an individual contributor and have had little opportunity to study or practice being a manager and leading a team. Whether you work in industry, professional services, the public service, or not-for-profit organisations, the challenge of the transition into a management role cannot be underestimated. Not satisfied with drawing on his own extensive international experience, the author has interviewed highly experienced and successful managers in the US, UK, Ireland and Asia, who openly shared their experiences and insights, warts and all! Part One of this book explores the essential transition that takes place from being an individual contributor and team player to becoming a manager - from being focused on your own work to being focused on the work of others. Part Two highlights important skills and competencies in managing people, as a 'tool kit' to support you on your journey of continuous learning and personal growth. While the key objective of Becoming a Manager is to help and support newly-appointed managers through their transitions into management, it should also be of interest to HR and Employee Development departments as they seek to attract, develop and retain management talent, and to would-be entrepreneurs, considering starting their own business. There's not much theory here. Hopefully in its place, you'll find an opportunity to reflect on sound practical advice and good common sense.

The Making of a Manager

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The Making of a Manager by Julie Zhuo Book Resume:

No idea what you're doing? No problem. Good managers are made, not born. Top tech executive Julie Zhuo remembers the moment when she was asked to lead a team. She felt like she’d won the golden ticket, until reality came crashing in. She was just 25 and had barely any experience being managed, let alone managing others. Her co-workers became her employees overnight, and she faced a series of anxiety-inducing firsts, including agonising over whether to hire an interviewee; seeking the respect of reports who were cleverer than her; and having to fire someone she liked. Like most first-time managers, she wasn’t given any formal training, and had no resources to turn to for help. It took her years to find her way, but now she’s offering you the short-cut to success. This is the book she wishes she had on day one. Here, she offers practical, accessible advice like: · Don’t hide thorny problems from your own manager; you’re better off seeking help quickly and honestly · Before you fire someone for failure to collaborate, figure out if the problem is temperamental or just a lack of training or coaching · Don’t offer critical feedback in a ‘compliment sandwich’ – there’s a better way! Whether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you've always wanted.

Becoming a New Manager

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Becoming a New Manager by N.A Book Resume:

You've just been promoted to a managerial position for the first time -- congratulations! But beware: the managerial role differs markedly from the individual contributor role. Go into the job with mistaken assumptions about what to expect, and you just may be blindsided by surprising realities. This book helps you lay the foundation for succeeding in your new role, explaining how to: · Discard the "doer" role of the individual contributor for the orchestrating role of the manager · Adjust your leadership style to maximize your team's performance · Balance conflicting expectations from your boss, peers, and direct reports · Deal productively with the stresses and new emotions that come with being a manager

Being the Boss

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Being the Boss by Linda A. Hill,Kent Lineback Book Resume:

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: · Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. · Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. · Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.

An intermediate guide to becoming a good manager

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An intermediate guide to becoming a good manager by Jason Dearn Book Resume:

Download or read An intermediate guide to becoming a good manager book by clicking button below to visit the book download website. There are multiple format available for you to choose (Pdf, ePub, Doc).

Becoming A Better Boss

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Becoming A Better Boss by Julian Birkinshaw Book Resume:

An employee's-eye view of what makes a great boss—and how you can become one Whereas most books on managing people approach the subject from the perspective of a manager of an idealised organisation, Becoming a Better Boss takes a real-world approach, looking at the topic from the perspective of an employee in a real-world organisation—dysfunctions, warts, and all. Focusing on the choices individual employees make every day in getting work done, this book reinvents the practice of management one employee at a time. Author Julian Birkinshaw stresses the importance of taking management seriously, reveals where management practice often goes wrong, and dives deeply into the worldview of employees. He then explores the common personal biases and frailties of managers and discusses the vital importance of experimentation to overcome the limitations and idiosyncrasies of a particular organisation. Throughout, he supports his assertions with case studies from a wide and varying range of management experiments and situations at real companies. Written by a leading authority on strategy, management, and innovation who is also the author of eleven books, including Reinventing Management Introduces a new approach to management focused on real employees and actual situations Includes case studies from real organisations Between the stress of deadlines and the demands of today's business environment, it's easy for managers to lose sight of the importance of people management. Becoming a Better Boss not only shows managers how to lead effectively, but why doing so is vitally important to every organisation's success.

On Becoming a Manager in Social Work

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On Becoming a Manager in Social Work by Barbara Hearn,Giles Darvill Book Resume:

Too often professional staff are thrust into the role of manager without preparation or subsequent guidance over what becoming a manager? entails. On Becoming a Manager is written by managers from a range of personal social services settings. It describes the transition from practice into this new world of management and includes advice, guidance and tips on a range of issues, including managing risk, change, conflict and resources. Alongside these are tools for managers which are particularly relevant in the context of Community Care and the Children Act 1989, such as budgeting, evaluating and empowerment through contracts. It is an essential reader for about to be?, new and existing managers wishing to improve and consolidate their practice.

Mooove Ahead of the corporate herd

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Mooove Ahead of the corporate herd by Tony Wong Book Resume:

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Becoming an Extraordinary Manager

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Becoming an Extraordinary Manager by Len Sandler Book Resume:

Nearly all managers dream of being inspiring leaders who elicit the most from their people. But while they may understand the skills needed to manage their teams, very few know how to put their knowledge into practice. Now, any manager can get exceptional results and make an important contribution to the organization. Becoming an Extraordinary Manager focuses not just on “understanding” principles of good management, but on taking action. Readers will learn the basic attitude and skills outstanding managers must know, including: • why it’s critical to be interested in, rather than interesting to, their people • the best ways to motivate their team • effective interviewing techniques • conducting a performance review • time management • introducing change • delegation • thinking and acting about their people positively (the self-fulfilling prophecy) • building a high-performance team • retaining top talent • handling performance problems • listening Lively in style and thorough in content, this is the book that gives every manager a complete guide to avoiding the ordinary and becoming the best.

Learn How to Become a Successful Manager (Collection)

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Learn How to Become a Successful Manager (Collection) by Richard Templar Book Resume:

The Rules of Management will teach you how to manage your team--and manage yourself. They're surprisingly easy to learn and live by. Now, Richard Templar has brought them all together in one place: the quick, irreverent The Rules of Management. Templar covers everything from setting realistic targets to holding effective meetings; finding the right people to inspiring loyalty. Learn when and how to let your people think they know more than you (even if they don't)--and recognize when they really do! Discover how to adapt your style to each team member... create your own private game plan for success... manage stress and stay healthy... and take charge, as if you were born to manage! The Rules of Work are about how you are seen to be doing it. They are about how you appear to others. And they are about helping you to achieve the success you richly deserve. This new, even better, edition includes 10 brand new rules to take you further, faster. These rules are the guiding principles that will improve both what you do and how you do it, giving you the unmistakable air of confidence that will win you admiration, respect, and the next promotion. With The Rules under your belt you'll have the edge in everything you do, without having to compromise your principles.

The Manager's Path

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The Manager's Path by Camille Fournier Book Resume:

Managing people is difficult wherever you work. But in the tech industry, where management is also a technical discipline, the learning curve can be brutal—especially when there are few tools, texts, and frameworks to help you. In this practical guide, author Camille Fournier (tech lead turned CTO) takes you through each stage in the journey from engineer to technical manager. From mentoring interns to working with senior staff, you’ll get actionable advice for approaching various obstacles in your path. This book is ideal whether you’re a new manager, a mentor, or a more experienced leader looking for fresh advice. Pick up this book and learn how to become a better manager and leader in your organization. Begin by exploring what you expect from a manager Understand what it takes to be a good mentor, and a good tech lead Learn how to manage individual members while remaining focused on the entire team Understand how to manage yourself and avoid common pitfalls that challenge many leaders Manage multiple teams and learn how to manage managers Learn how to build and bootstrap a unifying culture in teams

Strategies I Learned Becoming a VP

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Strategies I Learned Becoming a VP by Ronald J. Plachno Book Resume:

The Cellular explosion in the World Marketplace took our small $50 million a year car telephone business at Motorola and grew it rapidly to over a $15 billion a year huge enterprise. It was an amazing ride, and Motorola had some top talent that made it the leader in the field at least in the early years of Cellular. Yes, I indeed was at first one of the engineers and then one of the leaders in this dramatically expanding field. But more importantly, I was around some of the best leadership talent who helped teach me and others to deal with perhaps the business equivalent of riding white rapids down a raging river. The business experience in this book is not just relevant to the Cellular industry, but I believe transfers well to most other businesses - in my opinion. I have the highest admiration for some of those early leaders in Motorola Cellular and our great Industry Partners and learned much from them. And yes I also did learn some knowledge on my own, and often not the easy way. This book is my attempt to share that knowledge with others willing to read it. My purpose? I wish I knew these items at the beginning. It should not take 40 years to learn them. I do understand that beauty is in the eye of the beholder, and that there are perhaps other ways to learn business excellence. But this is the learning I received as I grew rapidly in the Cellular Business explosion. I moved from a low paid starting engineer to a VP in a Fortune 500 Company and then to a Sr. VP in a California startup firm, and then to founding a few small businesses on my own. It has been... a fun ride.... and a tremendous learning experience. And I am now trying to share it with others as openly and honestly as I can. Thank you for reading this, and I indeed do wish you the very best. - Ron Plachno (author)

How to Become a Better Manager in Social Work and Social Care

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How to Become a Better Manager in Social Work and Social Care by Trish Hafford-Letchfield,Les Gallop Book Resume:

Social work and social care managers often find themselves in management positions without having had any formal management training, yet skills and knowledge specific to social care settings are essential for effective practice. This book offers a researched and practical guide to the fundamental skills and knowledge that a manager needs, underpinned by the values and ethics that are inherent to social work and social care. Core skills covered include time management, recruitment, managing meetings, working in partnership with service users, negotiation and conflict management, and mentoring and coaching. A self-improvement feedback assessment is included, and the book features learning activities, practical tools, case examples, summaries and action checklists. This must-have handbook will help social work and social care managers and students to understand and accomplish the core skills needed for excellent management practice.

Fundamentals of Library Supervision

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Fundamentals of Library Supervision by Joan Giesecke,Beth McNeil Book Resume:

Annotation. Library managers and supervisors face staffing decisions every day. When priorities change quickly-whether relating to diversity, legal challenges, new technology, or simply a desire to build an exciting team and bring people together to do their best-it takes more than good intentions to achieve results. Two experienced library managers explain how to create a productive workplace, as they weave practical advice and expert commentary into an easy-to-use resource. Drawing both from common sense and from the experience and insights of the pros, they address an increasingly turbulent library environment. They focus on daily, real-world practices with specific strategies for brand-new supervisory staff and proven advice on practical supervisory issues like hiring, firing, interviewing, and training. Guiding supervisors through the intricate process of managing others, this comprehensive handbook addresses the fundamental issues facing new managers. It also serves as a welcome refresher and reference for experienced managers facing new challenges in the complex and changing environments in their libraries. ... Adapted from cover.