Developing Management Skills: What Great Managers Know and DoManagement Skills by Baldwin/Bommer/Rubin distinguishes itself by exclusively focusing on teaching relevant skills, its learner-centered writing and its evidence-based foundation. This text's problem-based approach draws students in with several fundamental and specific questions or challenges in the Manage What? feature opening every chapter. The learner-centered writing style and the focus on the actual skills that matter to career success as well as the chapter ending Tool Kits make this text a keeper. |
Contents
Management Skills | 1 |
The Manage What? Scenarios | 7 |
The Prevalence and Dangers of Stress | 28 |
Copyright | |
40 other sections not shown
Other editions - View all
Developing Management Skills: What Great Managers Know and Do Timothy Baldwin,Bill Bommer,Robert Rubin No preview available - 2007 |
Developing Management Skills: What Great Managers Know and Do Timothy T. Baldwin,William Bommer,Robert S. Rubin No preview available - 2008 |
Common terms and phrases
achieve action assessment audience BATNA behavior modification boss cartoonbank.com challenge chapter coaching cognitive ability commitment communication conflict create critical decision effective emotional employees equity theory escalation of commitment ethical evaluate example expectations feedback feel focus GARY LARSON goals high performance ideas important improve increase individual influence interview involved Jack Welch Jeff Bezos Job Characteristics Model lead leader behaviors leadership listening Lordstown Management Live managerial MBTI mental models motivation negotiation norms organization organizational outcomes percent performance management person positive potential problem solving Pygmalion effect questions reinforcement relationship response rewards role simply situation social social proof solution someone specific step strategy success tactics task things tion Tool traits transactional leadership transformational leadership understand Yorker