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What makes a “good” manager? This is a book by a manager about managers but it is not just for managers. It is for anyone and for everyone who is interested in the way people – and not just managers - behave and function around the world. Based on actual experience the title “Essence of a Manager” is a succinct distillation of what this book is about. It is not a management manual and yet it is a map for navigation and a guide for behavior which can be valuable for practicing managers at all levels. It formulates a sound thesis to describe the qualities needed in a “good” manager and builds up from elemental qualities to develop a holistic view of a good manager. Nine fundamental attributes are proposed as being necessary and sufficient to describe a “good” manager. It is applied management philosophy for a thinking manager and deals with the fundamental drivers which lie deeper than language or culture and which control human behavior.
Management is a craft - a universal discipline, the most important one of the 21st century. In this book, the leading author in the field of general management gives an overview of the principles and foundations that general management is based on. Looking far ahead into the information age, Malik explains the factors for success which can be verified both scientifically and practically. Fredmund Malik's general management theory is system-oriented and therefore valid all over the world at any given time. It works in all areas and industries of any society, irrespective of changing trends, of national or of cultural differences. With his consistent and well-grounded alignment along the natural phenomena of complex systems - phenomena that both executives and managers have to cope with every day - Malik sets the standard for sound management in the era of knowledge. "One of the best management books. It contains wise and exceptional ideas." WirtschaftsWoche
This is a reprint of a previously published work. It deals with good mangement based on action and the judgment of the individual manager on deciding appropriate action.
Providing a companion to The Essence of Managing People which introduced the manager/student to the skills needed to effectively manage the individual, this text continues the story to show the manager/student how to apply these principles in the wider context of the management of the overall group or team (manager as facilitator). The group and team are key features of modern business practice and matrix management structures, project focused activity and TQ have changed the traditional role of the manager. The book will help readers to learn the new techniques involved in non-hierarchical, cross-functional group and team management.
Products and services will change with demand, but one thing that will always be required for a company’s success is having the right people working hard for you. As a manager, are you cultivating this vital resource? Is there more you could be doing? In this accessible and practical playbook, HR expert and author Paul Falcone helps take the guesswork out of this crucial element for success. In 75 Ways for Managers to Hire, Develop, and Keep Great Employees, Falcone shows managers how to: Identify the best and brightest talent Hire for organizational compatibility Address uncomfortable workplace situations Create an environment that motivates Retain restless top performers Delegate in a way that develops your staff Every HR executive has a laundry list of things they wish managers knew--best practices that would enable the entire organization to operate more effectively. Falcone’s book 75 Ways for Managers to Hire, Develop, and Keep Great Employees has encapsulated all of this for you in a single indispensable resource!
When a person goes to the boss with a problem and the boss agrees to do something about it, the monkey is off his back and onto the boss's. How can managers avoid these leaping monkeys? Here is priceless advice from three famous experts: how managers can meet their own priorities, give back other people's monkeys, and let them solve their own problems.
This is a simplified, shortened, and updated version of the definitive title on management (Managing, which has sold over 70,000 copies) from management legend and best-selling author Henry Mintzberg.
This groundbreaking book uncovers the true essence of "Lean" and explains how and why this "best kept secret of management" can transform service industries, small and medium-size businesses, governments and non-profit organizations. Using everyday language and business concepts, Lean is described as a blend of method and culture that produces outstanding organizational performance, while at the same time leading to a fulfilling and sometimes even joyful workplace! Written especially for non-manufacturing readers, the book describes Lean as a general system of management, rather than as an extension of the Toyota Production System. The book explains the essential elements of Lean and addresses confusion about differences between Lean management, Lean Six Sigma, and Lean Startup. The book is separated into four parts with multiple chapters in each part. Part One provides an overview of the Lean system and what's involved in applying it to an organization. Parts Two and Three present a detailed description of the method and the culture components of the system. Part Four provides guidance on how to continue your Lean journey, with a valuable workbook chapter that contains well-tested tools and complete instructions for conducting a Lean process improvement event.
This work provides a concise but comprehensive overview of financial management theory and techniques. It is intended for the non-financier who needs to get to the heart of the subject. The book covers a broad spectrum of contemporary issues and topics in financial management and corporate finance.
A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. Henry Mintzberg aims to restore management to its proper place: front and center. “We should be seeing managers as leaders.” Mintzberg writes, “and leadership as management practiced well.” This landmark book draws on Mintzberg's observations of twenty-nine managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw—the pressures, the action, the nuances, the blending—compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context. But context cannot be seen in the usual way. Factors such as national culture and level in hierarchy, even personal style, turn out to have less influence than we have traditionally thought. Mintzberg looks at how to deal with some of the inescapable conundrums of managing, such as, How can you get in deep when there is so much pressure to get things done? How can you manage it when you can't reliably measure it? This book is vintage Mintzberg: iconoclastic, irreverent, carefully researched, myth-breaking. Managing may be the most revealing book yet written about what managers do, how they do it, and how they can do it better.