Management Skills contains the best thinking from the biggest names in business management on a wide range of subjects including leadership, shaping the work environment, change, communicating, hiring and motivating employees, leading teams, and much more. The author list of this invaluable resource reads like a who s who of business management.

Auteur

Jossey-Bass is a leading educational publisher, whose books have been cited for excellence by major education associations--the American Educational Research Association, the National School Boards Association, and the American Educational Studies Association. The Jossey-Bass Education Reader series offers both the student and practitioner collections of vital information on various topics in education.

Contenu

Preface Part One: What Makes a Great Manager? Chapter 1: Leadership Is Authenticity, Not Style - Bill George Chapter 2: Credibility Is the Foundation of Leadership - James M. Kouzes and Barry Z. Posner Chapter 3: Management vs. Leadership - Warren Bennis and Burt Nanus Chapter 4: Rounding Out the Manager's Job - Henry Mintzberg Chapter 5: The New Managerial Work - Rosabeth Moss Kanter Chapter 6: The Post-Capitalist Executive: An Interview with Peter Drucker - T. George Harris Part Two: Creating and Shaping the Work Environment Chapter 7: Seven Practices of Successful Organizations - Jeffrey Pfeffer Chapter 8: Hire the Right People - Edward E. Lawler III Chapter 9: Managing the Interview Process - Richaurd Camp, Mary E. Vielhaber, and Jack L. Simonetti Chapter 10: Employment Law from a Manager's Perspective - Dana M. Muir Chapter 11: Pick Relevant Metrics - Douglas K. Smith Chapter 12: How Change Really Comes About - Rosabeth Moss Kanter, Barry A. Stein, and Todd D. Jick Chapter 13: Learning to Lead Change - David A. Nadler with Mark B. Nadler Part Three: Communicating, Leading, and Motivating People Chapter 14: The Manager as Politician - Lee G. Bolman and Terrence E. Deal Chapter 15: Artful Listening - Steven B. Sample Chapter 16: Establish Competence and Build Trust - Terry Pearce Chapter 17: Read People: Identifying Emotions - David R. Caruso and Peter Salovey Chapter 18: The Seven Essentials of Encouraging - James M. Kouzes and Barry Z. Posner Chapter 19: Motivating and Satisfying Excellent Individuals - Edward E. Lawler III Chapter 20: How to Give Feedback - Harvey Robbins and Michael Finley Chapter 21: Developmental Relationships - Cynthia D. McCauley and Christina A. Douglas Part Four: Getting the Work Done Chapter 22: The Call for Results - Clinton O. Longenecker and Jack L. Simonetti Chapter 23: Operating Within the Realities of Organizational Life - J. Davidson Frame Chapter 24: Solving the Problem of Bad Meetings - Patrick Lencioni Chapter 25: Politically Astute Negotiating - Kathleen Kelley Reardon Chapter 26: Deal With Your Crises - Patrick J. McKenna and David H. Maister Part Five: Leading Complex Organizational Processes Chapter 27: Dealing with Conflict - Marick F. Masters and Robert R. Albright Chapter 28: Overcoming the Five Dysfunctions of a Team - Patrick Lencioni Chapter 29: Myths and Realities of Leading Virtual Teams - Deborah L. Duarte and Nancy Tennant Snyder Chapter 30: Building Companies Where Innovation is a Way of Life - Robert I. Sutton Part Six: Sustaining the Great Manager Chapter 31: Leading From Within--Parker J. Palmer Chapter 32: Reflective Action - Robert E. Quinn Chapter 33: From Success to Significance - David Batstone Chapter 34: If Not Me, Then Who? If Not Now, When? - Bill George Notes Index