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What to Do When You Become the Boss

How New Managers Become Successful Managers

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Ocena książki

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  • 336 stron
  • 12 godzin czytania

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What to do when you get promoted to management level and, in particular, how to manage people. Most new managers get very little initial training on how to manage. Generally, new managers are promoted or selected for the role because of their excellent technical or professional expertise. It is assumed therefore that they will also be experts at people management, but this is often not the case. WHAT TO DO WHEN YOU BECOME THE BOSS is a complete how to guide for first-time managers. Simple and practical, you'll discover how to: Become an effective leader and get the best out of yourself and be recognised throughout the organisation; Allocate your time effectively between leading, managing and operating; Manage your boss; Manage team performance, including setting standards, coaching, motivating and appraising performance; Delegate, make effective decisions and run motivating meetings; Choose the right person for the job using a proven method.

Wydanie

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What to Do When You Become the Boss, Selden Bob

Język
Rok wydania
2010
Oprawa
(miękka)
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3,4
Dobra
53 Ocena

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Tytuł
What to Do When You Become the Boss
Podtytuł
How New Managers Become Successful Managers
Język
angielski
Autorzy
Selden Bob
Rok wydania
2010
Oprawa
miękka
Liczba stron
336
ISBN10
0755361628
ISBN13
9780755361625
Seria
Tagi
Biznes
Ocena
3,35 z 5
Opis
What to do when you get promoted to management level and, in particular, how to manage people. Most new managers get very little initial training on how to manage. Generally, new managers are promoted or selected for the role because of their excellent technical or professional expertise. It is assumed therefore that they will also be experts at people management, but this is often not the case. WHAT TO DO WHEN YOU BECOME THE BOSS is a complete how to guide for first-time managers. Simple and practical, you'll discover how to: Become an effective leader and get the best out of yourself and be recognised throughout the organisation; Allocate your time effectively between leading, managing and operating; Manage your boss; Manage team performance, including setting standards, coaching, motivating and appraising performance; Delegate, make effective decisions and run motivating meetings; Choose the right person for the job using a proven method.