|
|
What To Do When You Become The Boss: How new managers become successful managers (Paperback)
by Bob Selden
| Category:
Career management, Career guide, Workplace relationships, Management |
| Market price: ¥ 248.00
MSL price:
¥ 218.00
[ Shop incentives ]
|
| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
MSL Pointer Review:
A highly readable and recommended management training book packed with many management models, theories, and practical tips.
|
| If you want us to help you with the right titles you're looking for, or to make reading recommendations based on your needs, please contact our consultants. |
Detail |
Author |
Description |
Excerpt |
Reviews |
|
|
|
Author: Bob Selden
Publisher: Outskirts Press
Pub. in: November, 2007
ISBN: 1432714287
Pages: 288
Measurements: 8.9 x 5.8 x 0.8 inches
Origin of product: USA
Order code: BA01401
Other information: ISBN-13: 978-1432714284
|
|
Rate this product:
|
|
- MSL Picks -
Bob Seldon's What To Do When You Become The Boss is an exceptional handbook for the new manager. It's comprehensive - covering leading and managing, managing your team, managing upwards and sideways, managing your meetings and managing yourself. It's an extremely valuable off-the-shelf personal management development training course, with very relevant case studies and actionable insights all based on the most contemporary and sound leadership values and principles. A very unique and engaging feature is the opportunity to use the book according to your preferred approach to learning. Seldon has put it all together in one of the best management handbooks I have ever read. This should be required reading for all new managers and a required refresher for everyone else. This is one of The CEO Refresher's best of the year! Congratulations Bob on your excellent work!
(Quoted from Rick Sidorowicz, Canada)
Target readers:
For both experienced and new managers
|
|
Customers who bought this product also bought:
 |
12: The Elements of Great Managing (Hardcover)
by Rodd Wagner, James K. Harter
An overdue update on First, Break All the Rules with detailed examples, this book is an excellent guide to managing your work life more effectively. |
 |
The First-time Manager (Paperback)
by Loren B. Belker, Gary S. Topchik
|
 |
It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need (Hardcover)
by Bruce Tulgan
|
 |
Doing What Matters: How to Get Results That Make a Difference - The Revolutionary Old-School Approach (Hardcover)
by Jim Kilts , John F. Manfredi , Robert Lorber
James Kilts is one of the most successful CEOs of the last quarter-century. In this book, Kilts walks the reader through what successful CEOs focus on to build their companies and which time drains to avoid to keep from feeling unproductive. |
 |
Fish! A Remarkable Way to Boost Morale and Improve Results (Hardcover)
by Stephen Lundin, Harry Paul, John Christensen
An engrossing tale about a fictional manager is charged with the responsibility of turning a unenthusiastic and unhelpful group into an effective team. |
 |
Gung Ho! Turn On the People in Any Organization (Hardcover)
by Ken Blanchard, Sheldon Bowles
While Raving Fans focuses on ways to turn on customers, Gung Ho assists managers with concepts to turn on their employees to seek higher productivity. |
|
|
Bob Selden is an Australian who currently lives in Liestal Switzerland with his wife Anita, a senior manager in a large multinational organisation. As well as consulting to various international organisations, he coaches on the Mobilizing People Program at the International Institute for Management Development in Lausanne, Switzerland. Bob also facilitates on programs such as the Middle Manager Development Program at the Australian Graduate School of Management in Sydney, Australia.
|
|
From Publisher
Do you know all the "ins" and "outs" of managing?
Make a success of your career as a manager. This is your complete "How to" for managing your boss, your people, yourself. You will refer to this book again and again as you progress through your career.
You will discover how to:
- Become an effective leader, recognized throughout the organization
- Distribute your time appropriately between the three essential managerial role elements of leading, managing and operating
- Manage your boss - one of the most important of your work relationships
- Select your new boss - if you happen to be changing roles or organizations
- Manage the performance of your team including setting and maintaining standards, coaching, motivating and appraising performance
- Select the best person for the job with a process that is 4 times more effective than traditional selection processes
- Delegate, make more effective decisions, run motivating team meetings - there are even chapters on "How to manage your emails" and "How to build your image"
"Nothing is more practical than a good theory." Kurt Lewin's quote sums up this book and Bob's ability to address the realities of managing people in changing environments. In each chapter he demonstrates a rare gift of being able to translate conceptual frameworks into practical processes and actions which managers can build into their daily work routines. The rich array of case studies, many drawn from Bob's own experience as a line manager, add colour and weight to this comprehensive "must read" user's guide for new and not so new managers.
- Humphrey Armstrong, Organizational Psychologist, Lifelong Learning Systems, Sydney, Australia The messages in this best selling book have shown thousands of managers, particularly new managers, a better way of managing. Find out for yourself.
|
Chapter 1
Are You a Leader or a Manager?
1. You as a Leader- the first element of the Manager's Role
The case of James and his new role
James took over as the new Plant Manager for a bio tech factory where he would be managing approximately 400 people. Prior to his arrival, there was an "Ask Gavin" column (Gavin was the previous Plant Manager )on the site intranet. Employees could pose their questions and get answers - they could either give their name or remain anonymous.
On the surface, this sounded like a good idea. However, nothing substitutes for face to face communication. People rarely use such vehicles to ask the difficult questions and if they do, they almost never give their name. One of the first changes James made, was to change the title of this communication channel to "Ask Management". Why? In his wanderings around the site, James had got the distinct impression that his predecessor had ruled as "My way is the only way". Consequently, the intranet communication channel was rarely used. So, James also wanted to distance himself from the previous manager.
Two weeks into the job, the monthly site meeting took place where all employees gathered in the cafeteria to be briefed by management. It was the expectation at these meetings that new managers would introduce themselves and give their new colleagues some background about their experience and work history. When the facilitator turned to James as the new head of the plant and asked would he like to introduce himself, James stood up and asked:
"Would Francene Dante please stand up?"
You can imagine the hushed silence that greeted James! Could you imagine being Francene? She was sinking lower into her chair. Then, slowly at first, but then more frantically, Francene's work colleagues encouraged her to stand. As she did so,
James said: "Francene, I would like to thank you very much for giving your name when you asked a question on the intranet Ask Management. I know you didn't have to, but I very much appreciate that you did. You see, I value honesty, integrity and sincerity and I like to be able to communicate freely with everyone on the site and they should feel the same about talking with me. So, thank you once again most sincerely"
"That's who I am."
James then sat down.
What impact do you think this one action of James' had? Most of us as new managers would probably have done the usual thing at the site meeting when asked to introduce ourselves. We would have given a brief overview of our work history and maybe a bit about ourselves as a person (I know I would).
James immediately set himself apart as a leader. He decided to take some action that would demonstrate three of his core values - honesty, sincerity and integrity. The old saying that "actions speak louder than words", was never truer than in James' case. He also wanted to demonstrate that communication is a two way process. Merely talking about it would not have achieved the results he achieved with his one action.
James very clearly, was displaying some of the best facets of the leading element of his new managerial role.
In fact there are three elements of all manager's roles:
Leading, Managing and Operating
"Roles" may be formally described by an organisation as `manager', `su-pervisor', `leading hand', `director' and so on - these are roles where somebody is accountable for the work of other people as well as his or her own work.
Whatever your own managerial role may be . . .
|
|
Michael O'Connor (MSL quote), Australia
<2008-06-20 00:00>
Bob uses case studies and examples to create a very practical guide to becoming a more effective manager. His writing style avoids over use of 'management speak' and is easily accessable to all levels of management |
Peter P. Fisher (MSL quote), Australia
<2008-06-20 00:00>
This is more than just a read once and put down book. This is a managers bible! It has so many practical tools for managers to use for all kinds of situations they face day to day, as they develop their leadership potential. Should remain in the top drawer of every manager's desk |
From Publisher (MSL quote), USA
<2008-06-20 00:00>
Internationally known Australian organisational consultant Bob Selden, who is now based in Switzerland, has finally put all his great management tips and techniques into print. Bob's been a first level supervisor, line manager and senior manager in three financial organisations. So when it comes to knowing something about management, there probably aren't too many more experienced. He's also consulted to organisations from most industries on five different continents.
"What To Do When You Become The Boss" is a very practical "how to" for new managers. In fact it's probably a must read for all managers, not just new ones, as the topics include most, if not all aspects of management (including an interesting chapter on "How to select your new boss").
Whilst it's written specifically for new managers, the "How to implement the ideas in this chapter" sections at the end of each chapter, can be:
* adapted for use by trainers and consultants to use with a wide variety of people development activities.
* used by managers of managers as an ideal way of training and coaching their new manager
Chapters 1 & 2 would make excellent pre-reading for any management development program. For example, the Australian Graduate School of Management in Sydney will be using the book as pre-reading for some of their external development programs.
Strongly recommended for all new managers, managers of managers and training consultants involved in the development of people skills.
|
From the Author (MSL quote), Australia
<2008-06-20 00:00>
I survived my first new manager's role in banking to eventually develop into a senior manager responsible for the career development of hundreds of other managers. During this growing process, and later as an organisational development consultant, trainer and coach, I learnt what works and what doesn't work when managing others. "What To Do When You Become The Boss" is the result of this learning which I'm very pleased to pass on to help other new managers during their initial growth spurt.
|
|
|
|
|
