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 |