The Management Bible

The Management Bible

Released February 2005
Publisher(s): Wiley
ISBN: 9780471705451

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Book description

The Management Bible is the most comprehensive book on the topic of management available anywhere. It offers in-depth coverage of the entire range of essential topics for today's managers and supervisors—from beginners to seasoned veterans—and includes practical, effective solutions for the everyday problems every manager faces. In addition, the book also includes proven tips and tactics that help managers grow into more effective, efficient leaders. Authors Bob Nelson and Peter Economy reveal everything you need to know to keep up with today's rapidly changing business environment, including such topics as hiring and firing, motivating employees, development and coaching, delegating authority, communication and teamwork, and much more.

Table of contents

  1. Copyright
  2. Introduction
  3. I. The Art and Science of Management
    1. 1. What Managers Do
      1. 1.1. IT'S A NEW WORLD OUT THERE ...
      2. 1.2. WHAT MANAGERS ARE SUPPOSED TO DO
      3. 1.3. ENERGIZING EMPLOYEES
      4. 1.4. EMPOWERING EMPLOYEES
      5. 1.5. SUPPORTING EMPLOYEES
      6. 1.6. COMMUNICATING WITH EMPLOYEES
    2. 2. The Challenge of Change
      1. 2.1. IT'S A NEW WORLD OUT THERE ...
      2. 2.2. CHANGE HAPPENS
      3. 2.3. THE FOUR PHASES OF DEALING WITH CHANGE
      4. 2.4. DEALING WITH CHANGE AT THE MICRO LEVEL
      5. 2.5. SEVEN WARNING SIGNS THAT YOU'RE FIGHTING CHANGE
      6. 2.6. WHEN CHANGE BECOMES CRISIS
      7. 2.7. HELPING EMPLOYEES DEAL WITH CHANGE
  4. II. Leadership: The People Thing
    1. 3. Hiring and Retaining the Very Best People
      1. 3.1. IT'S A NEW WORLD OUT THERE ...
      2. 3.2. HIRING (AND KEEPING) GREAT PEOPLE
      3. 3.3. CREATING A JOB DESCRIPTION
      4. 3.4. FINDING THE BEST CANDIDATES
      5. 3.5. BECOMING A WORLD-CLASS INTERVIEWER
        1. 3.5.1. Asking the Right Questions
        2. 3.5.2. Interviewing Do's
        3. 3.5.3. Interviewing Don'ts
        4. 3.5.4. Five Steps to Better Interviewing
      6. 3.6. THE SELECTION PROCESS
        1. 3.6.1. Checking References
        2. 3.6.2. Reviewing Your Notes
        3. 3.6.3. Conducting a Second (or Third) Round
      7. 3.7. MAKING AN OFFER
        1. 3.7.1. Be Objective
        2. 3.7.2. Trust Your Gut
    2. 4. Motivating Employees
      1. 4.1. IT'S A NEW WORLD OUT THERE ...
      2. 4.2. THE WORLD'S GREATEST MANAGEMENT PRINCIPLE
      3. 4.3. WHAT DO YOUR EMPLOYEES WANT?
      4. 4.4. ENERGIZING TODAY'S EMPLOYEES
      5. 4.5. ASAP-CUBED
      6. 4.6. BE CREATIVE WHEN REWARDING EMPLOYEES
      7. 4.7. THE LEGEND OF THE FLOPPY CHICKEN
      8. 4.8. PUTTING TOGETHER A SYSTEM OF LOW-COST REWARDS
      9. 4.9. TEN GREAT WAYS TO MOTIVATE EMPLOYEES
    3. 5. Coaching and Development
      1. 5.1. IT'S A NEW WORLD OUT THERE ...
      2. 5.2. HIGH-PERFORMANCE COACHING
      3. 5.3. WHAT COACHES DO
      4. 5.4. COACHING IN THREE EASY STEPS
      5. 5.5. LEVERAGING TURNING POINTS
      6. 5.6. A COACH A DAY
      7. 5.7. TOOLS OF THE TRADE
    4. 6. Mentoring Employees
      1. 6.1. IT'S A NEW WORLD OUT THERE ...
      2. 6.2. BUILDING BETTER EMPLOYEES
      3. 6.3. WHY DEVELOP YOUR EMPLOYEES?
      4. 6.4. CAREER DEVELOPMENT PLANS
      5. 6.5. HELPING TO DEVELOP EMPLOYEES
        1. 6.5.1. The Top 10 Ways to Develop Employees
      6. 6.6. HOW TO BE A MENTOR
  5. III. Execution: Getting the Job Done
    1. 7. Setting Goals
      1. 7.1. IT'S A NEW WORLD OUT THERE ...
      2. 7.2. GOALS MAKE THINGS HAPPEN
      3. 7.3. SMART GOALS
      4. 7.4. FEWER GOALS ARE BETTER GOALS
      5. 7.5. COMMUNICATING GOALS AND VISION
      6. 7.6. MAINTAINING FOCUS ON YOUR GOALS
      7. 7.7. MAKING GOALS HAPPEN
    2. 8. Using Delegation to Your Advantage
      1. 8.1. IT'S A NEW WORLD OUT THERE ...
      2. 8.2. THE POWER OF DELEGATION
      3. 8.3. DELEGATION MYTHS
        1. 8.3.1. Myth 1: You Can't Trust Your Employees to Be Responsible
        2. 8.3.2. Myth 2: When You Delegate, You Lose Control of a Task and Its Outcome
        3. 8.3.3. Myth 3: You're the Only One Who Has All the Answers
        4. 8.3.4. Myth 4: You Can Do the Work Faster by Yourself
        5. 8.3.5. Myth 5: Delegation Dilutes Your Authority
        6. 8.3.6. Myth 6: The Company Recognizes Your Employees for Doing a Good Job and Not You
        7. 8.3.7. Myth 7: Delegation Decreases Your Flexibility
        8. 8.3.8. Myth 8: Your Employees Are Too Busy
      4. 8.4. DELEGATION IN SIX EASY STEPS
      5. 8.5. TASKS YOU SHOULD ALWAYS DELEGATE
      6. 8.6. AVOID DELEGATING SOME TASKS
      7. 8.7. WHEN DELEGATION GOES WRONG
      8. 8.8. MONITORING PROGRESS
    3. 9. Monitoring Employee Performance
      1. 9.1. IT'S A NEW WORLD OUT THERE ...
      2. 9.2. IS YOUR ORGANIZATION PERFORMING?
      3. 9.3. IDENTIFYING KEY PERFORMANCE INDICATORS
      4. 9.4. OBTAINING IMMEDIATE PERFORMANCE FEEDBACK
        1. 9.4.1. Setting Your Checkpoints: The Milestones
        2. 9.4.2. Reaching Your Checkpoints: The Actions
        3. 9.4.3. Sequencing Your Activity: The Relationships
        4. 9.4.4. Establishing Your Time Frame: The Schedules
      5. 9.5. PUTTING IT INTO PRACTICE
        1. 9.5.1. Case 1: World-Class Performance
        2. 9.5.2. Case 2: Helping Your Employees Give 100 Percent
      6. 9.6. TOOLS FOR WORLD-CLASS MONITORING
        1. 9.6.1. Bar Charts
        2. 9.6.2. Flowcharts
      7. 9.7. PUTTING NUMBERS INTO PRACTICE
    4. 10. Building Employee Accountability
      1. 10.1. IT'S A NEW WORLD OUT THERE ...
      2. 10.2. ARE PERFORMANCE APPRAISALS OBSOLETE?
      3. 10.3. WHY EVALUATE PERFORMANCE?
      4. 10.4. CREATING A PROCESS FOR EVALUATION
      5. 10.5. WATCHING OUT FOR EVALUATION TRAPS
      6. 10.6. ONGOING PERFORMANCE FEEDBACK
      7. 10.7. FEEDBACK, FEEDBACK, AND MORE FEEDBACK
      8. 10.8. OTHER NEEDS IN CHANGING TIMES
        1. 10.8.1. Prevalence of Teams in U.S. Companies
        2. 10.8.2. Alternative Work Arrangements
        3. 10.8.3. Impact of Technology
      9. 10.9. WHAT MAKES A GOOD PERFORMANCE SYSTEM?
      10. 10.10. GETTING TO THE HEART OF ACCOUNTABILITY
      11. 10.11. EVALUATE; DON'T AMBUSH
  6. IV. Building High-Performance Organizations
    1. 11. Improving Communication
      1. 11.1. IT'S A NEW WORLD OUT THERE ...
      2. 11.2. COMMUNICATION MAKES ORGANIZATIONS WORK
      3. 11.3. THE LOST ART OF LISTENING
      4. 11.4. MAKING PRESENTATIONS
      5. 11.5. PUT IT IN WRITING
      6. 11.6. THE TECHNOLOGY ADVANTAGE
    2. 12. Working with Teams
      1. 12.1. IT'S A NEW WORLD OUT THERE ...
      2. 12.2. GETTING THINGS DONE WITH TEAMS
      3. 12.3. THE OLD WAYS ARE FADING FAST
        1. 12.3.1. The Impact of Downsizing
        2. 12.3.2. Cooperation instead of Competition
      4. 12.4. EMPOWERING YOUR TEAMS
      5. 12.5. TEAMS WORK
        1. 12.5.1. Smaller and Nimbler
        2. 12.5.2. Innovative and Adaptable
      6. 12.6. CREATING A TEAM CULTURE
        1. 12.6.1. Formal Teams
        2. 12.6.2. Informal Teams
        3. 12.6.3. Self-Managed Teams
        4. 12.6.4. Empowered Teams
      7. 12.7. TEAMS AND TECHNOLOGY
    3. 13. Making Meetings More Effective
      1. 13.1. IT'S A NEW WORLD OUT THERE ...
      2. 13.2. MEETINGS PUT TEAMS TO WORK
      3. 13.3. WHAT'S WRONG WITH MEETINGS?
      4. 13.4. THE EIGHT KEYS TO GREAT MEETINGS
  7. V. Management Challenges
    1. 14. Discipline and Corrective Action
      1. 14.1. IT'S A NEW WORLD OUT THERE ...
      2. 14.2. WHY DISCIPLINE?
      3. 14.3. WHAT DOES DISCIPLINE MEAN TO YOU?
      4. 14.4. PERFORMANCE IS THE FOCUS
      5. 14.5. THE TWO TRACKS OF DISCIPLINE
        1. 14.5.1. Dealing with Performance Problems: The First Track
        2. 14.5.2. Dealing with Misconduct: The Second Track
      6. 14.6. THE FIVE STEPS OF DISCIPLINE
        1. 14.6.1. Step 1: Describe the Unacceptable Behavior
        2. 14.6.2. Step 2: Express the Impact to the Work Unit
        3. 14.6.3. Step 3: Specify the Required Changes
        4. 14.6.4. Step 4: Outline the Consequences
        5. 14.6.5. Step 5: Provide Emotional Support
        6. 14.6.6. Put It All Together
      7. 14.7. CREATING EMPLOYEE IMPROVEMENT PLANS
        1. 14.7.1. George Tyerbyte's Performance Improvement Plan
    2. 15. Terminating Employees
      1. 15.1. IT'S A NEW WORLD OUT THERE ...
      2. 15.2. WHEN ALL ELSE FAILS . . .
      3. 15.3. DIFFERENT FLAVORS OF TERMINATIONS
        1. 15.3.1. Voluntary Terminations
        2. 15.3.2. Involuntary Terminations
      4. 15.4. WHY TERMINATE YOUR EMPLOYEES?
      5. 15.5. REASONS THAT SOME MANAGERS AVOID THE INEVITABLE
      6. 15.6. LAYING OFF EMPLOYEES
      7. 15.7. FIRING HUMANELY
      8. 15.8. MAKING YOUR TERMINATION STICK
      9. 15.9. TERMINATING IN THREE STEPS
    3. 16. Ethics and Office Politics
      1. 16.1. IT'S A NEW WORLD OUT THERE ...
      2. 16.2. ETHICS AND OFFICE POLITICS
      3. 16.3. ETHICS: NOT JUST FOR BREAKFAST ANYMORE
        1. 16.3.1. Defining Ethics
        2. 16.3.2. Creating a Code of Ethics
        3. 16.3.3. What's in a Comprehensive Code of Ethics?
      4. 16.4. LIVING ETHICS
      5. 16.5. OFFICE POLITICS
        1. 16.5.1. Assessing Your Organization's Political Environment
      6. 16.6. IDENTIFYING KEY PLAYERS
      7. 16.7. COMMUNICATION: REAL OR NOT?
        1. 16.7.1. Actions Speak Louder than Words
        2. 16.7.2. Reading between the Lines
        3. 16.7.3. Probing for Information
      8. 16.8. MANAGE YOUR MANAGER
        1. 16.8.1. Move Ahead with Your Mentors
        2. 16.8.2. Be Trustworthy
    4. Epilogue

Product information

  • Title: The Management Bible
  • Author(s):
  • Release date: February 2005
  • Publisher(s): Wiley
  • ISBN: 9780471705451