Becoming a Manager

Front Cover
AMACOM Div American Mgmt Assn, Oct 16, 2010
The role of the new manager demands a new mindset, new activities, and new relationships with people throughout the organization. Becoming a Manager guides the first-time manager through these and other challenges. Part One, Making the Transition, explores how to make the critical shift from individual contributor to manager; what it takes to build a successful partnership with your boss; and the key elements of managing time, which is every manager┐s scarcest commodity. Part Two, Developing Your Management Skills, examines how to use influence and persuasion to manage without formal authority; how to develop a leadership style; the elements of planning and setting goals; and the critical roles of work processes and continuous improvement. In Part Three, Managing Others, readers learn how to master the performance management process; adopt a process for making sound decisions; and handle difficult people and situations, including high-value customers or a difficult boss. Throughout the course, examples, exercises, Think About It sections, and topical sidebars provide readers opportunities for practice, feedback, and application.
 

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Contents

Making the Transition
1
Developing Your Management Skills
47
Managing Others
111
Afterword
169
Bibliography
171
Online Resources
175
Glossary
177
PostTest
181
Index
187
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About the author (2010)

Perry McIntosh has over twenty-five years of experience in corporate office environments. Much of that experience was gained in the publishing industry, where she began as an entry-level copyeditor and worked her way up to senior managerial and directorship positions, including leadership positions on cross-functional teams. She currently runs her own book production service. Ms. McIntosh has an AB degree from Smith College and a certificate from the Center for Creative Leadership.

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