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All rights reserved. Remember me on this computer. Cancel Forgot your password? Showing all editions for 'MGMT : principles of management'. A step-by-step guide at the back of the book shows you how to apply the story's lessons to the real world. Key questions help you evaluate the health of your organization's change initiatives, and you'll learn best practices for enabling and sustaining the desired change.
Do you avoid interacting with some employees because you hate the dreaded confrontations that often follow? Managing people is harder and more high-pressure today than ever before. There's no room for downtime, waste, or inefficiency. You have to do more with less. And employees have become high maintenance.
Not only are they more likely to disagree openly and push back, but they also won't work hard for vague promises of long-term rewards.
They look to you—their immediate boss—to help them get what they need and want at work. How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You "empower" employees by leaving them alone, unless they really need you. After all, you don't want to "micromanage" them and don't have the time to hold every employee's hand.
Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work.
In It's Okay to Be the Boss, Bruce Tulgan puts his finger on the biggest problem in corporate America—an undermanagement epidemic affecting managers at all levels of the organization and in all industries—and offers another way. His clear, step-by-step guide to becoming the strong manager employees need challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, and correct failure quickly and reward success even more quickly.
Now that's how you set employees up for success and help them earn what they need. Tulgan opens our eyes to the undisciplined workplace that is overwhelming managers and frustrating workers and invites bosses everywhere to accept the sacred responsibility of managing people.
His message: It's okay to be the boss. Be a great one! Your first days in a new leadership position are critical, as they set the foundation for your team's success going forward. The New Leader's Day Action Plan helps you start gaining traction even before your first day in a new job. The playbook gives you a concrete strategy for getting a fast start—engaging the culture, setting direction, aligning the team, avoiding common missteps, and delivering results. This new fourth edition has been updated with new graphics and downloadable tools, and expanded with new information learned from real-world clients over the past twelve years.
New thinking for new teams provides ways to get quick results with key business initiatives, and new discussions on cultural fit and evolution to help you better contribute to your organization's success. Updated stories and case studies provide real-life glimpses at how successful leaders navigate tricky situations, and extensive online tools point you toward additional resources as the need arises.
When a new leader drops the ball, it's at the expense of the team, the organization, and the leader's track record. Successful leaders start leading and delivering immediately. This book shows you how to start getting results right away and dramatically increase your chances for success—by systematically shaping your leadership with intent.
Your new leadership role begins the moment you accept the offer, the deal is done, or the re-organization is announced. The New Leader's Day Action Plan gives you a concrete framework for successful leadership and a clear roadmap to the critical first days.