What every new manager needs to know : making a successful transition to management / Gerard H. (Gus) Gaynor.

ISBN:

9780814427439

9780814471791

Title:

What every new manager needs to know : making a successful transition to management / Gerard H. (Gus) Gaynor.

Author:

Gaynor, Gerard H.

Personal Author:

Gaynor, Gerard H.

Publication Information:

Physical Description:

1 online resource (xvi, 237 pages)

Contents:

""Contents""; ""Preface""; ""Acknowledgments""; ""1 Getting Started as a Manager""; ""2 The Seven Management Hats""; ""3 Making the Critical People Decisions""; ""4 Managing Individual and Team Relationships""; ""5 Project Management""; ""6 Finding the Time and Doing the Work""; ""7 Leadership and Communications""; ""8 Thinking Your Way to Success""; ""9 Measuring Your Chances of Success""; ""10 Managing Your Career""; ""Index""

Local Note:

eBooks on EBSCOhost

Subject Term:

Management.

Leadership.

Format:

Electronic Resources

Electronic Access:

Click here to view

Publication Date:

2004

Publication Information:

Available:*

Shelf Number	Material Type	Copy	Shelf Location	Status
658.4 22	1:E-BOOK	1	1:ONLINE	Searching... Unknown

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Summary

"Companies depend on the ability of managers to fulfill organizational vision and meet crucial objectives. But without a firm grasp of critical management competencies, new managers' own futures -- as well as the company's -- can be at serious risk.

"What Every New Manager Needs to Know" gives readers the skills they need to excel in their new responsibilities, such as managing the relationship between individual and team performance, making key people decisions like hiring, coaching and evaluating, developing budgets, and mastering the skills of project management. The book explores the key roles managers must take on in different situations, and answers fundamental questions like:

* What does it mean to be a manager?

* What work can be delegated to others?

* When is it -- and isn't it -- appropriate to take on an active leadership role?

Featuring examples and stories, "What Every New Manager Needs to Know" shows newly appointed managers how to think outside the cubicle and excel in their new roles."

Author Notes

Gerard H. (Gus) Gaynor has more than 45 years' experience as a manager, including 24 at 3M. He is president of G.H. Gaynor and Associates, Inc. and a Fellow of the Institute of Electrical and Electronics Engineers (IEEE)

Preface	p. xi
Acknowledgments	p. xv
Chapter 1. Getting Started as a Manager	p. 1
Making the Decision	p. 2
Why Was the Position Open?	p. 4
Getting Started	p. 6
Management and Managing: Is There a Difference?	p. 7
Managing People or Managing Activities	p. 8
Managing Within a Culture	p. 10
Managing Different Needs	p. 11
Career Stages of the Specialist	p. 12
From Where to Where	p. 15
Organizational Structure	p. 19
Purposes, People, and Processes	p. 21
Take a Wide-Angle View of Managing	p. 22
Developing Your Approach to Managing	p. 24
Chapter 2. The Seven Management Hats	p. 29
The Administration Hat: Managing the Nuts and Bolts	p. 30
The Direction Hat: Teacher, Coach, Promoter, Innovator	p. 31
The Leadership Hat: Taking the Lead	p. 34
The People Hat: Understanding Human Behavior	p. 36
The Action Hat: Doing the Work	p. 38
The High Anxiety Hat: The Most Challenging Work	p. 47
The Business Hat: Where It All Comes Together	p. 50
Chapter 3. Making the Critical People Decisions	p. 54
Selecting Staff for the Organizational Unit	p. 55
Building Careers	p. 58
Educating and Training	p. 59
Enhancing Career Opportunities	p. 62
Coaching	p. 65
Reviewing Performance	p. 66
Paying for Performance	p. 69
Managing Harassment, Discrimination, and Termination	p. 70
Dealing with the Human Resource Department	p. 71
Chapter 4. Managing Individual and Team Relationships	p. 74
Defining "Team"	p. 75
Setting the Direction and Style	p. 76
Building the Team	p. 78
Learning from Research	p. 80
Asking the Questions and Getting the Answers	p. 82
Defining the Role of the Individual	p. 84
Using Teams Effectively	p. 85
Pursuing Excellence	p. 86
Making Diversity Work	p. 87
Motivating the Team	p. 94
Promoting Self-Managed Teams	p. 98
Chapter 5. Project Management	p. 101
Project Design	p. 102
Types of Projects	p. 103
Evaluating Proposed Projects	p. 105
The Project Process	p. 108
Multifunctional Projects	p. 118
Managing Projects Across Cultures	p. 118
Strategic Project Management	p. 120
Chapter 6. Finding the Time and Doing the Work	p. 123
Overworked	p. 124
Who's Got the Monkey?	p. 125
Going Beyond the Monkeys	p. 127
Lost Time Imposed from the Top of the Organization	p. 128
Lost Time Imposed by the System	p. 129
Lost Time Imposed by Managers	p. 132
Lost Time Within the Functional Silos	p. 132
Lost Time from Meeting Mania	p. 134
Time Frittered Away by People	p. 135
External Lost-Time Generators	p. 137
The Lost-Time Report	p. 137
Learning to Work Effectively and Efficiently	p. 138
Chapter 7. Leadership and Communications	p. 143
Taking the Lead	p. 144
From Research on Leadership	p. 144
Leadership Models	p. 147
From Research to Reality	p. 151
Followers	p. 152
Leadership Myths	p. 153
Communication	p. 153
Providing Feedback	p. 154
Types of Communication	p. 158
Chapter 8. Thinking Your Way to Success	p. 163
Becoming an Organization	p. 164
Thinking Out of the Box	p. 166
Moving Forward	p. 171
Our Changing Work Environment	p. 174
Getting Out of the Box	p. 175
Tools and Techniques	p. 176
The Negative Side of Thinking out of the Box	p. 181
Chapter 9. Measuring Your Chances of Success	p. 184
Fear of Failure	p. 185
Expectations Before Measurement	p. 185
What Is Output?	p. 186
Quantitative and Qualitative Metrics	p. 188
Quinn's List	p. 190
The Gaynor List	p. 200
Output Equation	p. 203
Developing Appropriate Metrics	p. 204
Chapter 10. Managing Your Career	p. 208
The World is Getting Bigger and More Complex	p. 209
What Do You Bring to the Table?	p. 209
Evaluating Yourself	p. 216
Rewards and Pitfalls of the Management Ladder	p. 219
From Professional to Manager to Professional	p. 220
Foreign Assignments	p. 221
The M.B.A.	p. 223
Why Managers Succeed or Fail	p. 224
Index	p. 231

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Bound With These Titles

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Summary

Summary

Author Notes

Table of Contents