Practical Coach: Management Skills for Everyday Life, The

Table of contents

1. Copyright
2. Prentice Hall Business Publishing Management Titles For 2001
3. Preface
4. The New Rules for Managers
   1. Managerial Derailment
   2. The New Rules
   3. How This Book Is Organized
   4. Chapter Summary
   5. Food for Thought
   6. Endnotes
5. Developing Self-Awareness
   1. Barriers to Self-Awareness
   2. The Brand Called You
   3. The Self-Concept: I Think, Therefore I Think I Am
   4. Cultural Influences on the Self-Concept: The Independent and Interdependent Self
   5. Social Influences on the Self-Concept: Seeing Ourselves as Others See Us
   6. Why the Self-Concept Is Important
   7. The Self in Contemporary Organizations
   8. The Promise, Perils, and Self-Concept of the Postmodern Manager
   9. Managerial Growth and Development
   10. Chapter Summary
   11. Food for Thought
   12. Video Case: Case 1: Self-Awareness
   13. Discussion Questions
   14. Endnotes
6. Building Trust
   1. Why Trust Matters
   2. What Is Trust?
   3. Why Should I Trust Thee? Let Me Count the Reasons
   4. Creating Trust: Interpersonal Strategies
   5. Creating Trust: Organizational Strategies
   6. Conclusion
   7. Chapter Summary
   8. Food for Thought
   9. Endnotes
7. Communicating Effectively
   1. Active Listening
   2. Giving and Receiving Feedback
   3. Communicating Across Cultures
   4. Communicating to Mobilize Action
   5. Talk and Technology
   6. Conclusion
   7. Chapter Summary
   8. Food for Thought
   9. Video Case: Case 2: Communicating
   10. Discussion Questions
   11. Endnotes
8. Managing Relationships with Your Subordinates, Bosses, and Peers
   1. Authority Relations at Work
   2. Managing Subordinates
   3. A Cautionary Note: Obedience to Authority
   4. Managing Your Boss
   5. Managing Mentor-Protégé Relationships
   6. Networking
   7. Impression Management
   8. Conclusion
   9. Chapter Summary
   10. Food for Thought
   11. Video Case: Case 3: Relationships: Gaining Power and Motivating
   12. Discussion Questions
   13. Endnotes
9. Managing Cultural Diversity
   1. Part I: What Is Culture?
   2. Dimensions of Culture
   3. Part II: Why Managing Diversity Effectively Is a Competitive Advantage
   4. If Diversity Is So Good for Organizations, Why Does Progress Seem to Lag Behind the Promise?
   5. Given These Hurdles, What's a Manager to Do?
   6. Enhancing Your Personal Multicultural Competence
   7. Creating Cultural Synergy
   8. Summary
   9. Chapter Summary
   10. Food for Thought
   11. Endnotes
10. Creating High-Performing Teams
    1. Beyond the Team Hype
    2. What Is a Team?
    3. Criteria for Judging Team Effectiveness
    4. Foundations of High-Performing Teams: Purpose, Performance Measures, People, Process, and Practice
    5. Team Leadership: Creating a Context for High-Performing Teams
    6. The Team Life Cycle
    7. Creating and Managing High-Performing Teams: the Bottom Line
    8. Chapter Summary
    9. Food for Thought
    10. Endnotes
11. Diverse Teams and Virtual Teams: Managing Differences and Distances
    1. Part I: Diverse Teams
    2. Part II: Virtual Teams: Working Together Apart[45]
    3. Differences Between Co-Located and Distributed Teams
    4. Social Dynamics in Distributed Teams
    5. Managing Distributed Teams
    6. Chapter Summary
    7. Food for Thought
    8. Video Case: Case 4: Building Teams
    9. Discussion Questions
    10. Endnotes
12. Crafting a Life
    1. Happiness
    2. Happiness, Work, and Flow
    3. Optimism and Success
    4. Work and Health
    5. Integrating Work and Family
    6. Conclusion
    7. Chapter Summary
    8. Food for Thought
    9. Video Case: Case 5: Managing Stress
    10. Discussion Questions
    11. Additional Text Questions for Option 1
    12. Additional Text Questions for Option 2
    13. Endnotes