Authors: Jossey-Bass Publishers
ISBN-13: 9780787973414, ISBN-10: 0787973416
Format: Paperback
Publisher: Wiley, John & Sons, Incorporated
Date Published: October 2004
Edition: 1st Edition
Management Skills contains the best thinking from the biggest names in business management on a wide range of subjects including leadership, shaping the work environment, change, communicating, hiring and motivating employees, leading teams, and much more.
The author list of this invaluable resource reads like a who's who of business management. This extraordinary collection features chapters from Robert R. Albright, David Batstone, Warren Bennis, Lee G. Bolman, Richaurd Camp, David R. Caruso, Terrene E. Deal, Christina A. Douglas, Peter Drucker, Deborah L. Duarte, Michael Finley, J. Davidson Frame, Bill George, T. George Harris, Todd D. Jick, Rosabeth Moss Kanter, James M. Kouzes, Edward E. Lawler III, Patrick Lencioni, Clinton O. Longenecker, David H. Maister, Marick F. Masters, Cynthia D. McCauley, Patrick J. McKenna, Henry Mintzberg, Dana M. Muir, David A. Nadler, Mark B. Nadler, Burt Nanus, Parker J. Palmer, Terry Pearce, Jeffrey Pfeffer, Barry Z. Posner, Robert E. Quinn, Kathleen Kelley Reardon, Harvey Robbins, Peter Salovey, Steven B. Sample, Jack L. Simonetti, Douglas K. Smith, Nancy Tennant Snyder, Barry A. Stein, Robert I. Sutton, and Mary E. Vielhaber.
For any executive, manager, or consultant, this indispensable resource offers an overview of the fundamental skills that are crucial for becoming an outstanding manager.
Ch. 1 | Leadership in authenticity, not style | 3 |
Ch. 2 | Credibility is the foundation of leadership | 21 |
Ch. 3 | Management vs. leadership | 41 |
Ch. 4 | Rounding out the manager's job | 53 |
Ch. 5 | The new managerial work | 91 |
Ch. 6 | The postcapitalist executive : an interview with Peter F. Drucker | 113 |
Ch. 7 | Seven practices of successful organizations | 133 |
Ch. 8 | Hire the right people | 177 |
Ch. 9 | Managing the interview process | 201 |
Ch. 10 | Employment law from a manager's perspective | 225 |
Ch. 11 | Pick relevant metrics | 256 |
Ch. 12 | How change really comes about | 279 |
Ch. 13 | Learning to lead change : the new principles for CEOs and companies | 315 |
Ch. 14 | The manager as politician | 331 |
Ch. 15 | Artful listening | 356 |
Ch. 16 | Establish competence and build trust | 373 |
Ch. 17 | Read people : identifying emotions | 396 |
Ch. 18 | The seven essentials of encouraging | 406 |
Ch. 19 | Motivating and satisfying excellent individuals | 423 |
Ch. 20 | How to give feedback | 450 |
Ch. 21 | Developmental relationships | 458 |
Ch. 22 | The call for results | 477 |
Ch. 23 | Operating within the realities of organizational life | 488 |
Ch. 24 | Solving the problem of bad meetings | 521 |
Ch. 25 | Politically astute negotiating | 546 |
Ch. 26 | Deal with your crises | 564 |
Ch. 27 | Dealing with conflict | 579 |
Ch. 28 | Overcoming the five dysfunctions of a team | 606 |
Ch. 29 | Myths and realities of leading virtual teams | 631 |
Ch. 30 | Building companies where innovation is a way of life | 659 |
Ch. 31 | Leading from within | 687 |
Ch. 32 | Reflective action | 705 |
Ch. 33 | From success to significance | 721 |
Ch. 34 | If not me, then who? If not now, when? | 726 |