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Cargando... The First-Time Managerpor Loren B. Belker
   Ninguno Actualmente no hay Conversaciones sobre este libro.  scottjpearson | Jan 25, 2020 |    ) VVilliam | Apr 13, 2011 | sin reseñas | añadir una reseña
Business.
Nonfiction.
Self Help.
HTML: The trusted management classic and go to guide for anyone facing new responsibilities as a first time manager. Learn to conquer every challenge like a pro with the clear, candid advice in The First-Time Manager. For nearly four decades, this trusted guide has brought newcomers up to speed on the nitty gritty realities of managing people. The updated seventh edition delivers new information that helps you manage across generations, use online performance appraisal tools, persuade with stories, oversee remote employees, build a team dynamic, match a boss's style, and more. The jump from star employee to new manager is bigger than most people realize â?? with opportunities to fail at every step. Stumbling your way through isn't an option. In The First-Time Manager, you will learn skills including: leading meetings, hiring employees, motivating others, actively listening, staying calm under pressure, overcoming resistance and much more.With little experience or training, a coveted promotion can become a trial by fire. No one needs that. Turn to the book that thousands have relied on to hit the ground running. No se han encontrado descripciones de biblioteca. |
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 Google Books — Cargando...GénerosSistema Decimal Melvil (DDC)658.3Technology Management and auxiliary services Management Of PersonnelClasificación de la Biblioteca del CongresoValoraciónPromedio: (3.25)
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This book consists of tips and insights for those transitioning into the role of a manager. It provide indispensable sage advice to avoid common pitfalls. It is field agnostic; that is, it does not focus on only the healthcare industry or only the technology industry. As such, it conveys a generalist message for a general audience.
Some of the advice, then, does not make sense for my position in healthcare or technology. Both of those fields allow team members ("reports") to have a great deal of independence in their work. That autonomy changes some of the dynamics of management. Indeed, sometimes the highest-paid (and most-valued) employee is not the manager. This all speaks to the notion that reports may be the most important contributors and need to know how management functions. Which is why I read this book.
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