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Supervisory training teaches you about a lot of things you should do, such as how to prepare a performance appraisal, conduct a meeting, divide up work, or manage your time. What it usually leaves out are all the things you shouldn’t do—the subtle and not-so-subtle mistakes in managing people that could haunt you the rest of your career. Now there’s a comprehensive, instant-answer guide to avoiding over 100 of the most common mistakes made by managers that no business course ever told you about. This valuable career-enhancing guide details where the pitfalls lie, so you can avoid them more easily, as well as how to recover from a mistake quickly and prevent it from happening again. You’ll discover how to avoid such management blunders as: • Not having clear objectives • Delegating the wrong jobs • Being defensive to criticism • Ignoring office politics • Taking on risky projects with little payoff • Solving performance problems with new technology • Getting caught up in the rumor mill • Letting other managers steal away your staff • And much more! Armed with this guide, you don’t have to complete an entire managerial career realizing your mistakes only after you had to suffer the consequences. You’ll know exactly what to do and say in virtually any delicate business situation . . . and boost your success in the process.
Storytelling has always been the preferred manner in which humans learn. "Management Mistakes" is the story of a new manager and his difficult and bumpy road to success. The reader will learn about the most common, most devastating, and most impactful mistakes that new managers make. By reading this book, a new manager will become aware of the potential mistakes that effect his/her career and this will allow that new manager to avoids those mistakes.
This book is the first of its kind to offer readers a comprehensive view of the complex array of executive, operational, financial, human resource, technological and other management issues that collectively impact organizational performance. Utilizing real-world accounts, each section examines one of the major strategic management mistakes that companies have made when trying to resolve problems with their performance.
Whether you are a manager of many, or a team leader of a few, being a leader requires letting go of the day-to-day work tasks you did so well as an individual contributor and, instead, encouraging production and success through others. New managers are usually promoted because they were outstanding individual contributors: they spoke up in staff meetings, shared good ideas, and executed on time and within scope. Yet, these characteristics are not necessarily the same ones that will make you successful as a frontline manager. Often, organizations invest little in new manager development; thus, new managers are left to guess at what effective leaders do. They often find themselves pressing forward through trial and error. If this sounds familiar, then this book, which examines the seven most common mistakes new managers make, is for you. Each chapter highlights a common challenge that new managers will recognize and then describes strategies and behaviors to build the skills needed to avoid mistakes and achieve success. This book is ideal for the new manager who hopes to evolve into a great leader.
Mistakes in Academic Library Management: Grievous Errors and How to Avoid Them addresses the most common library management issues, examining mistakes that anyone in a library management position could make, coupled with suggestions for how the issue could be better handled or avoided. The result is the recognition and formation of tools to aid developing managers in identifying potential pitfalls. Jack E. Fritts Jr. addresses a range of management issues, including campus politics, communication, information technology, staff, and planning. There is also a chapter that addresses library management from the perspective of a chief academic officer. All those in library management positions, or who aspire to library management positions, will profit from the discussions of common but potentially severe mistakes in library management presented in this book.
A project manager who doesn't make mistakes is a project manager who never progresses. Making new mistakes is a sign of growth and advancement. However, repeating past errors or failing to learn from those made by others is a definitive path to sabotaging one’s career. Explore this rigorously researched compilation of 101 mistakes that project managers routinely commit across domains, industries, and cultures, and understand the “why's” and “how not's” of each of these mistakes. You will be better equipped to scrutinize those mistakes you may make without realizing. While there are many books that tell you “what to do” when it comes to project management, this is the only book that tells you “what not to do”. This compilation would help project managers, function heads, project leaders, sponsors and senior management / leadership engaged in the world of project and program management.
The landmark study of how medical errors are managed among surgeons and other hospital staff—now in an updated edition with a new preface and epilogue. When it was first published, Forgive and Remember offered groundbreaking insight into the training and lives of young surgeons. It quickly emerged as the definitive sociological study on the subject. While medical errors are both inevitable and potentially devastating, Bosk found that they could be forgiven—as long as they were remembered and never repeated. In this second edition, Bosk reflects more than twenty years later on how things have changed, both in the medical profession and in sociology. With an extensive new preface, epilogue, and appendix by the author, this updated edition of Forgive and Remember is as timely as ever.
In today's 'more for less' culture, the expectations of project management and delivery are no longer limited to budgets, schedules and quality. For projects to make an impact and have lasting value, the project manager must be able to strategize, innovate, motivate, empower and collaborate - in other words, project managers must learn how to lead. The Power of Project Leadership helps you transform into an effective project leader by shifting your managerial mindset into one of inspiration, motivation and influence. The book describes what good project leadership looks like and explains how to make the transition using concrete tools and strategies. With underlying theories to help the reader understand how teams and individuals are motivated, it ensures that project managers lead with vision, continuously improve and innovate, work with intent, empower the team, get closer to stakeholders, remain authentic and establish a solid foundation for their projects. The book has a practical and engaging approach and draws on over 25 interviews with leading experts who have made the transition from project managers to project leaders. These experts come from a variety of sectors and companies; including Expedia, British Gas, Standard Bank, Verizon Enterprise Solutions, Liquid Planner, and the UK Government.
You play it cool, letting your team take half days on Friday and overlooking the occasional latecomer to the office. You stand up for your people and make sure they know you’re there for them, but they still hate working for you. What gives? Well, you’re clearly screwing something up, and it’s time you find out what it is. It’s frustrating. You’ve put in the work and finally made it to the management team, and you haven’t stopped there. You show up first and leave last. You’re there every time one of your employees needs something. To any outsider looking in, you’re killing this management thing. But still, your employees want nothing to do with you. They scoff when you tell them what to do and suddenly get quiet when you walk into the room. You know you have to get your team behind you if you’re going to stay on the management team. Chances are it’s not about what you’re doing right--it’s about what you’re doing wrong. How Not to Manage is filled with interviews and stories of people who were being held back by the things they didn’t realize were working against them. The workplace is a minefield filled with politics and unspoken rules. This book is here to teach you: How you’re screwing it up and what to do about it How other people screwed it up before figuring it out What you should stop doing immediately What you should be doing more of Now, stop panicking and letting frustration hold you back. This book is the tool you need to get your team on your side and rock the manager title!