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by Richard A Luecke, Perry Mcintosh
Becoming a Manager
Cover Page
Title Page
Copyright Page
Contents
About This Course
How to Take This Course
Introduction
Pre-Test
Part One: Making the Transition
1 Getting on Top of Your New Role
From Individual Contributor to Manager
Relationships with Subordinates
Dealing with Former Peers
Breaking the Ice
Relationships with Peers
Your 90-Day Plan
Listen
Learn
Lead
Recap
Review Questions
2 Working with Your Boss
Identify and Support Your Boss’s Goals and Priorities
Talking About Priorities
Understand What Your Boss Expects from You
Talk About Your Goals and Priorities
Your Work Performance
Your Independence of Action
Learn How Your Boss Wants to Relate
Information
Information Format
Bad News
Time Demands
Develop a Career Plan with Your Boss
Recap
Review Questions
3 Making the Most of Your Time
How Are You Spending Your Time?
Prioritize Your Work
Be Organized and Efficient
Eliminate Common Time Traps
Procrastination
Cannot Say No
Meeting Mayhem
Delegate Effectively
Train Your Replacement
A Step-by-Step Process for Delegating Correctly
Recap
Review Questions
Part Two: Developing Your Management Skills
4 Managing Without Authority
Dependencies
Influence
Increasing Influence
Persuasion
The Foundations of Persuasion
Trust
Understanding
A Credible Case
Persuasive Language
Recap
Review Questions
5 Developing Your Leadership Style
Evolving Theories of Leadership
Flexible Leadership
No Single Best Way
Followers Matter
Leading Change
Key Change Management Steps
Correctly Identify the Problem and Its Solution
Communicate the Need for Change
Enlist Support
Create a Workable Plan
Implement the Plan
Recap
Review Questions
6 Planning and Setting Goals
Strategic Planning
Low Cost Leadership
Solid Customer Relationships
Product/Service Uniqueness or Quality
Geographic Expansion
Operational Planning
Control Plans
Goals
The Characteristics of Effective Goals
Alignment with Higher Goals
Recap
Review Questions
7 Work Processes and Continuous Improvement
What We Mean by Business Processes
Continuous Process Improvement
Define the Beginning and Ending
Look for Improvement Opportunities
Involve the Right People
Look for Root Causes of Problems
Measure the Process
Understand the Sequence of Activities and Their Dependencies
Empower People
Process Innovation
Seeking Process Innovation
Recap
Review Questions
Part Three: Managing Others
8 Managing Performance
Performance Management
Performance Appraisal
A Six-Step Process
Feedback
Giving Effective Performance Feedback
Receiving Feedback
Closing the Feedback Loop
Coaching
The Coaching Process
Recap
Review Questions
9 Making Sound Decisions
A Rational Decision-Making Process
Involve the Right People
Step 1: Define the Problem or Decision Correctly
Step 2: Consider the Context of the Decision
Step 3: Create and Evaluate Feasible Alternatives
Brainstorming as a Method
Evaluation
Risk
Step 4: Make the Decision
Step 5: Implement the Decision
Recap
Review Questions
10 Handling Difficult People and Situations
Workplace Conflict
Not Always Bad
Dealing with Conflict
Look for Win-Win Opportunities
Difficult People
A Two-Step Process
Difficult People: Special Cases
What’s the Customer Worth?
Your Boss
You
Recap
Review Questions
Afterword
Bibliography
Online Resources
Glossary
Post-Test
Index
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Becoming a Manager
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Copyright Page
Becoming a Manager
Perry McIntosh
Richard Luecke
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