Bibliography

Cohen, Allen and David Bradford, Influence Without Authority. New York: John Wiley & Sons, 1989. These management scholars introduce the metaphor of currencies, a kind of IOU that managers can use to expand their workplace influence. Currencies, according to the authors, are the resources and favors that managers offer to others in exchange for cooperation. The book is filled with practical examples of people placed in situations where they must manage without sufficient authority.

Delpo, Amy, and Lisa Guerin, Dealing with Problem Employees. Berkeley, CA: Nolo, 2001. Every manager encounters problem employees. This book explains how to handle them—without creating legal liabilities for yourself and your organization.

Hersey, Paul, Kenneth Blanchard, and Dewey Johnson, Managing Organizational Behavior, Ninth Edition, Englewood Cliffs, NJ: Prentice Hall, 2007. The authors apply behavioral sciences findings to modern management and issues of motivation, situational leadership, and change management.

Herzberg, Frederick, “One More Time: How Do You Motivate Employees?” Harvard Business Review, January 2003. A classic article on motivating in the modern workplace. What works and what doesn’t? Herzberg will help you figure it out.

Hill, Linda, Becoming a Manager: Mastery of a New Identity, 2nd edition. Boston, MA: Harvard Business School Press, 2003. Hill, a professor at Harvard Business School, studied the transition of 19 young individual contributors to the ranks of management. The difficulties they experience and personal transformation they underwent are well described, often through the words of the subjects. Any new manager would benefit from skimming this book.

Labovitz, George and Victor Rosansky, The Power of Alignment. New York: John Wiley & Sons, Inc., 1997. “Alignment is the essence of management,” says FedEx founder Fred Smith in this important book. All managers understand the important of clear goals—for themselves, their units, and their subordinates. Alignment of effort, and the rewards that support it, is the centerpiece of performance. This book explains both the importance of aligning individual and unit goals with the strategic goals of the enterprise, and how to do it.

Luecke, Richard, Business Communication. Boston, MA: Harvard Business School Press, 2003. This short book offers readers a clear and comprehensive overview on communicating effectively. The emphasis is on written and presentation formats.

Luecke, Richard, Power, Influence, and Persuasion. Boston, MA: Harvard Business School Press, 2005. Part of the Harvard Business Essentials Series, this book takes a broad look at how managers and employees can impact the decisions and actions of their organizations, stressing the very necessary role of power, influence, and persuasion in organizational work.

Maslow, Abraham H., editor, and Deborah C. Stephens, The Maslow Business Reader. New York, John Wiley & Sons, Inc. 2000. This volume collects some of Maslow’s most important essays, including his seminal thinking in “A theory of human motivation,” (the hierarchy of needs).

Matheson, David and Jim Matheson, The Smart Organization. Boston, Harvard Business School Press, 1998. The authors describe the “smart” organization as one that routinely makes good decisions. They describe the decision process developed by Strategic Decisions Group, of which they were principals when the book was written.

Mintzberg, Henry, “The Manager’s Job: Folklore and Fact,” Harvard Business Review, March-April 1990, 164. A classic article based on Mintzberg survey research of how executives actually spend their time. The fragmented chaotic picture he draws stands in dramatic contrast to the orderly process of management described in most college textbooks.

Oncken, Jr., William and Donald L. Wass, “Management Time: Who’s Got the Monkey?” Harvard Business Review. Boston: Harvard Business School Publishing, 2000. Are you feeling overwhelmed by work? Are you always short of time? Do you delegate duties to subordinates only to have them put the “monkey” onto your back? If these are your problems, order this classic article, which contains plentiful good advice about effective delegating.

Schwartz, Andrew E., Delegating Authority. New York: Barron’s Business Success Series, 1992. Delegating is a method you can use to develop the skills of subordinates and get them accustomed to taking responsibility and accountability. Schwartz’s guide will help you delegate using five steps: goal setting, communication, motivation, supervision, and evaluation.

Tannenbaum, Robert and Warren H. Schmidt, “How to Choose a Leadership Pattern,” Harvard Business Review (1958). A landmark article on situational leadership and picking an appropriate style of leadership, it can be purchased online and downloaded from HBR’s articles archive at www.hbsp.harvard.edu.

Watkins, Michael, The First 90 Days: Critical Success Strategies for New Leaders at All Levels. Harvard Business School Press, 2003. This author focuses on the perilous transition that so many corporate managers face: taking on a new position or a new major initiative. This research concludes that the first three months in those positions are critical. He offers practical strategies for success in those months. If you’re looking for a short-cut, read an online interview with the author on this subject at http: //hbswk.hbs.edu/item / 3771.html.

Weber, Max, Theory of Social and Economic Organization. Translated by A. R. Anderson and Talcott Parsons, 1947.