How to manage people and things

Author: Martin Yate / Sandi Sanderson / Juan
Publisher:
Publish Date: 2004-08-01
Features: We assume that most readers of this book want to become managers. Some of them may already be managers; others may not want to be managers but have already taken on managerial responsibilities and obligations. Regardless of your thoughts on this, we are happy that you have chosen this book on management. You chose this book because you want to gain core competencies and professional skills that can make a difference in your career. These skills will help you reach the right position; they will help you expand your competitiveness, influence, and vision; and they will make you more successful in the organization. Your definition of success will greatly expand as your responsibilities and rewards grow. In the business world, "doing the right thing" truly feels good. When managing, it not only makes you feel good but also makes your subordinates and team members feel good. Conversely, "doing the wrong thing" can be frustrating, keeping you up all night and making you feel like you're putting in twice the effort for half the results. "Doing the right thing" means less stress. On the other hand, you will face greater pressure. Because you are managing a team, what the team can accomplish is far more than what you can do alone. As a result, the positive feelings from "doing the right thing" will be amplified based on the size of the team and the impact of the tasks. Similarly, the negative feelings from "doing the wrong thing" will also be amplified. For most of us, the most pleasant thing in the workplace is becoming the leader of a successful team. Whether you are a CEO of a large company, a manager of a fast-food restaurant, an independent supplier, or a freelancer, you can gain insights from this book. It will help you do your job better and make it easier for you to face management challenges at work. While the specific tasks and skills of management may vary depending on the job, the fundamental tasks and principles of effective management remain the same. This book is divided into three parts. Part 1, "What is Management?" includes Chapters 1, 2, and 3. It describes the levels, scope, and nature of management, discusses the evolution of management positions, and explains how to become a more effective manager. Part 2, "The Challenges of Management," includes Chapters 4, 5, and 6. It focuses on the roles of recruiting, training, evaluating, and developing team members. Part 3, "The Challenges of Leadership," includes Chapters 7 through 11. It explores the possibilities of leadership, planning, decision-making, and team building, which are very helpful in guiding your team to success. In Chapter 11 ("Building Your Managerial Brand"), it describes how to establish your influence and expand your platform as a manager. As you delve deeper into the book, you will gain practical and easy-to-learn methods that can help you better understand and apply proven, effective principles in your work. We hope this book will enhance your skills and help you achieve greater success in your career as a manager. As a manager, you no longer need to do everything yourself. Your role is more about accomplishing tasks through others. How do you face this significant change, prepare mentally and conceptually, develop and cultivate new skills, and continue to succeed in your managerial position? This book comprehensively reviews the characteristics of management work, summarizes the various areas of a managerial position—recruiting, training, planning, performance evaluation, leadership, goal setting, decision-making, and team building—and provides techniques to excel in these areas, enabling you to handle management challenges with ease. Target Audience: Company Managers, Business Owners, New Managers.
About the Author: Martin Yate is the author of the New York Times best-selling book "Knock'emDead," a series that has sold over 3,500,000 copies. His primary focus is on career management, and he has previously served as a training supervisor and human resources supervisor.