Coverart for item
The Resource Management basics : a practical guide for managers, Sandra Gurvis

Management basics : a practical guide for managers, Sandra Gurvis

Label
Management basics : a practical guide for managers
Title
Management basics
Title remainder
a practical guide for managers
Statement of responsibility
Sandra Gurvis
Creator
Contributor
Subject
Genre
Language
eng
Cataloging source
OWM
http://library.link/vocab/creatorName
Gurvis, Sandra
Dewey number
658
Index
index present
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/relatedWorkOrContributorDate
1942-
http://library.link/vocab/relatedWorkOrContributorName
Payne, John
http://library.link/vocab/subjectName
  • Management
  • Management
Target audience
adult
Label
Management basics : a practical guide for managers, Sandra Gurvis
Instantiates
Publication
Copyright
Note
"Identify strengths, prioritize, objectives, train effectively, control finances, resolve differences."
Bibliography note
Includes bibliographical references (pages [204]-205) and index
Carrier category
volume
Carrier category code
nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • 4
  • 65
  • Finding the Real or Underlying Cause
  • 66
  • When There May Be More Than One Cause
  • 67
  • Chapter 6
  • How to Make Decisions
  • 69
  • Logical versus Creative Decision-Making
  • 71
  • From "Being Managed" to Manager
  • Set Criteria Before Thinking About the Options
  • 72
  • Consider a Range of Options, Including Do Nothing
  • 72
  • Consider the Risks and Benefits
  • 73
  • Effective Group Decision-Making
  • 74
  • Deciding on the Basis of Benefits Versus Snags
  • 75
  • 5
  • You Will Never Have All of the Information. Decide!
  • 75
  • Quick Decisions Have Their Own Set of Risks
  • 76
  • Avoid Setting Criteria Too Early
  • 77
  • Pitfalls of Evaluating During Brainstorming
  • 78
  • Encourage Ideas Outside the Suggestion Box
  • 79
  • Understanding the Corporate Culture
  • Chapter 7
  • Active Listening and Positive Persuasion
  • 81
  • Oral Communication and Persuasion
  • 83
  • Listening Is Active, Not Passive
  • 84
  • Summarize and Encourage Questions
  • 85
  • Defusing Verbal Aggression and Interrogation
  • 6
  • 86
  • Consensus Decision-Making Versus Persuasion
  • 88
  • What Do You Want to Achieve When Persuading?
  • 89
  • Set Limits When Persuading or Negotiating
  • 90
  • Bottom-Line People Versus Detail People
  • 91
  • A Win/Win Approach Is Better Than Win/Lose
  • Defining Your Role-Get Clear on What You Need to Do
  • 92
  • Always Leave the Door Open
  • 92
  • Tactful Honesty Is the Best Policy
  • 93
  • Chapter 8
  • Teamwork and Coaching
  • 97
  • Coaching, Leadership, and Motivation
  • 99
  • 8
  • Why Coach?
  • 100
  • Using Coaching to Build a Good Team
  • 101
  • Set a Solid Course for Your Team
  • 102
  • When Acceptance Is As Good As Commitment
  • 103
  • Except When You Really Need Commitment
  • 104
  • Setting Up Your Management Style
  • When "I Don't Know" Is the Right Answer
  • 105
  • Keep It Positive, Even When Challenged
  • 106
  • Avoid the "Provide Goodies" Trap
  • 107
  • Be Prepared to Make a Decision
  • 108
  • Ask the Right Questions to Motivate Your Team
  • 109
  • 9
  • Genuine Praise Is a Powerful Motivator
  • 110
  • Some Are More Motivated Than Others
  • 111
  • Importance of Mentoring
  • 111
  • Chapter 9
  • How to Delegate
  • 115
  • Delegation and Why It Is Important
  • Tips and Traps for Beginning Managers
  • 117
  • Pick the Right Task
  • 118
  • Pick the Right Person
  • 118
  • Pick the Right Challenge
  • 119
  • Trust People-Give Them the Authority They Need
  • 120
  • When Boring Tasks Are Just That
  • Introduction: Using this Book
  • 11
  • 121
  • Encourage People to Do the Planning!
  • 122
  • Encourage People to Check In, and Give Them Access
  • 122
  • Everyone Makes Mistakes When They're Learning
  • 123
  • Reality Check-How Do They Feel About the Task?
  • 124
  • Avoid the Black Hole-Give Feedback When It's Done
  • Chapter 2
  • 125
  • Chapter 10
  • Presenting Information and Proposals
  • 127
  • Importance of Effective Presentations
  • 129
  • Nerves Are Normal
  • 130
  • Make Time to Rehearse
  • 130
  • New Rules for Management
  • Gain Their Interest Early
  • 131
  • Be Yourself
  • 132
  • Gimme a Break!
  • 133
  • Pictures Are Memorable
  • 134
  • Remember the Three Ts
  • 135
  • 13
  • Cover the Snags As Well As the Benefits
  • 136
  • Anticipate Tough Questions
  • 137
  • Remember to Ask for Approval
  • 138
  • Chapter 11
  • Mastering the Meeting
  • 141
  • Organizing Meetings and Obtaining Results
  • How the Workforce Has Changed
  • 143
  • Are Meetings Necessary?
  • 144
  • Focus on Results, Rather Than Subjects
  • 144
  • Keeping Meetings Short and to the Point
  • 145
  • Start Your Meetings on Time
  • 146
  • Set a Finish Time
  • 15
  • 147
  • Curtail Topic Drift in Both Minutes and Discussion
  • 149
  • Handling Unexpected Situations
  • 150
  • Ensure That Participants Understand Their Role
  • 151
  • Get a Commitment to Act
  • 152
  • Conferences, Conventions, and Retreats
  • Labor Laws
  • 153
  • Chapter 12
  • Improving Performance
  • 157
  • Coaching and Improving Performance
  • 159
  • Make Sure Workers Own Their Responsibilities
  • 160
  • Review Performance Objectively-Strengths Are Just As Important As Weaknesses
  • 161
  • 17
  • Ask Open-Ended Questions
  • 162
  • Offer Options Rather Than Advice
  • 163
  • Respect Pauses
  • 163
  • Look at Behavior, Not Personality
  • 164
  • Match Solutions with Problems
  • 165
  • Multicultural Management
  • Avoid Personal Problems and Psychoanalysis
  • 166
  • Meet with Team Members Regularly
  • 168
  • Employee Discipline-A Call to Improvement
  • 169
  • When to Bring In Outside Specialists
  • 170
  • Chapter 13
  • You're Hired! You're Fired!
  • 19
  • 173
  • Define the Job and the Qualifications
  • 175
  • Ask the Right Questions
  • 179
  • Carefully Evaluate Your Candidates
  • 181
  • Trust Your Gut
  • 182
  • Performance Problems versus Misconduct
  • xi
  • Telecommuting and Virtual Management
  • 183
  • Get It in Writing-Keeping It Legal
  • 184
  • Firing: A Manager's Toughest Decision
  • 185
  • Chapter 14
  • Effective Appraisals
  • 189
  • Definition and Purpose of Appraisals
  • 191
  • 21
  • Provide Regular Feedback at Other Times
  • 192
  • Jointly Agree on Performance Objectives
  • 193
  • Find a Useful Rating Scale
  • 194
  • Allow Sufficient Time for the Appraisal
  • 195
  • How Do They Think They Have Done?
  • 196
  • Creative People and Knowledge Workers
  • Spend Most of the Time Looking Forward
  • 197
  • Agree On Joint Action Plans
  • 198
  • Build Upon and Put Joint Action Plans into "Action"
  • 199
  • Appraising Yourself as a Manager
  • 199
  • 22
  • Avoiding Legal Complications
  • 24
  • Chapter 3
  • Goal Setting and Achievement
  • 29
  • What Is Goal Setting?
  • Chapter 1
  • 31
  • Decide on Your Goals
  • 32
  • Keep Them Simple and Focused
  • 33
  • Concentrate on Results Rather Than on Activities
  • 34
  • Goals Should Hit Their MARC
  • 35
  • Prioritize for Maximum Effect
  • You're a Manager-Now What?
  • 36
  • Encourage Your Team to Suggest Their Own Goals
  • 37
  • Plan Only the 20 Percent
  • 38
  • Make Someone Responsible for Each Task, and Set a Deadline
  • 39
  • Spot the Bombs
  • 39
  • Prevent, Rather Than Fight Fires
  • 1
  • 40
  • Control the Key 20 Percent of Tasks in a Plan
  • 41
  • Chapter 4
  • Making Your Day More Productive
  • 43
  • Set a Good Example
  • 45
  • Urgent Is Not Necessarily Important
  • 46
  • What Is a Manager?
  • Write It Down-And Make It Real
  • 47
  • Don't Rush Around Aimlessly-Organize a Routine Day
  • 49
  • Dealing with Office Politics and Interruptions
  • 50
  • Expect the Unexpected
  • 52
  • Avoid Playing Desk Chess
  • 52
  • 3
  • Learn How to Say "No" Constructively
  • 53
  • Avoid Excessive Paperwork
  • 54
  • Chapter 5
  • Effective Problem-Solving
  • 57
  • For Every Action, There Is a Reaction
  • 59
  • Clearly Separate Cause from Effect
  • Function of Management: The 80:20 Rule
  • 60
  • Build Upon a Solid Starting Point
  • 61
  • Define the Problem Effectively, and Be Specific
  • 62
  • Use Charts and Diagrams to Help
  • 63
  • Avoid Assumptions When Dealing with People
  • 64
  • Deviations Are Caused by Changes
Control code
ocn188840363
Edition
Second edition.
Extent
xiii, 210 pages
Isbn
9781598697025
Media category
unmediated
Media MARC source
rdamedia
Media type code
n
Note
658 G969 2ND ; P ; XX-N ; C0801BT2(ES).
Other physical details
22 cm
System control number
  • (Sirsi) 188840363
  • (Sirsi) 188840363
  • (OCoLC)188840363
Label
Management basics : a practical guide for managers, Sandra Gurvis
Publication
Copyright
Note
"Identify strengths, prioritize, objectives, train effectively, control finances, resolve differences."
Bibliography note
Includes bibliographical references (pages [204]-205) and index
Carrier category
volume
Carrier category code
nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • 4
  • 65
  • Finding the Real or Underlying Cause
  • 66
  • When There May Be More Than One Cause
  • 67
  • Chapter 6
  • How to Make Decisions
  • 69
  • Logical versus Creative Decision-Making
  • 71
  • From "Being Managed" to Manager
  • Set Criteria Before Thinking About the Options
  • 72
  • Consider a Range of Options, Including Do Nothing
  • 72
  • Consider the Risks and Benefits
  • 73
  • Effective Group Decision-Making
  • 74
  • Deciding on the Basis of Benefits Versus Snags
  • 75
  • 5
  • You Will Never Have All of the Information. Decide!
  • 75
  • Quick Decisions Have Their Own Set of Risks
  • 76
  • Avoid Setting Criteria Too Early
  • 77
  • Pitfalls of Evaluating During Brainstorming
  • 78
  • Encourage Ideas Outside the Suggestion Box
  • 79
  • Understanding the Corporate Culture
  • Chapter 7
  • Active Listening and Positive Persuasion
  • 81
  • Oral Communication and Persuasion
  • 83
  • Listening Is Active, Not Passive
  • 84
  • Summarize and Encourage Questions
  • 85
  • Defusing Verbal Aggression and Interrogation
  • 6
  • 86
  • Consensus Decision-Making Versus Persuasion
  • 88
  • What Do You Want to Achieve When Persuading?
  • 89
  • Set Limits When Persuading or Negotiating
  • 90
  • Bottom-Line People Versus Detail People
  • 91
  • A Win/Win Approach Is Better Than Win/Lose
  • Defining Your Role-Get Clear on What You Need to Do
  • 92
  • Always Leave the Door Open
  • 92
  • Tactful Honesty Is the Best Policy
  • 93
  • Chapter 8
  • Teamwork and Coaching
  • 97
  • Coaching, Leadership, and Motivation
  • 99
  • 8
  • Why Coach?
  • 100
  • Using Coaching to Build a Good Team
  • 101
  • Set a Solid Course for Your Team
  • 102
  • When Acceptance Is As Good As Commitment
  • 103
  • Except When You Really Need Commitment
  • 104
  • Setting Up Your Management Style
  • When "I Don't Know" Is the Right Answer
  • 105
  • Keep It Positive, Even When Challenged
  • 106
  • Avoid the "Provide Goodies" Trap
  • 107
  • Be Prepared to Make a Decision
  • 108
  • Ask the Right Questions to Motivate Your Team
  • 109
  • 9
  • Genuine Praise Is a Powerful Motivator
  • 110
  • Some Are More Motivated Than Others
  • 111
  • Importance of Mentoring
  • 111
  • Chapter 9
  • How to Delegate
  • 115
  • Delegation and Why It Is Important
  • Tips and Traps for Beginning Managers
  • 117
  • Pick the Right Task
  • 118
  • Pick the Right Person
  • 118
  • Pick the Right Challenge
  • 119
  • Trust People-Give Them the Authority They Need
  • 120
  • When Boring Tasks Are Just That
  • Introduction: Using this Book
  • 11
  • 121
  • Encourage People to Do the Planning!
  • 122
  • Encourage People to Check In, and Give Them Access
  • 122
  • Everyone Makes Mistakes When They're Learning
  • 123
  • Reality Check-How Do They Feel About the Task?
  • 124
  • Avoid the Black Hole-Give Feedback When It's Done
  • Chapter 2
  • 125
  • Chapter 10
  • Presenting Information and Proposals
  • 127
  • Importance of Effective Presentations
  • 129
  • Nerves Are Normal
  • 130
  • Make Time to Rehearse
  • 130
  • New Rules for Management
  • Gain Their Interest Early
  • 131
  • Be Yourself
  • 132
  • Gimme a Break!
  • 133
  • Pictures Are Memorable
  • 134
  • Remember the Three Ts
  • 135
  • 13
  • Cover the Snags As Well As the Benefits
  • 136
  • Anticipate Tough Questions
  • 137
  • Remember to Ask for Approval
  • 138
  • Chapter 11
  • Mastering the Meeting
  • 141
  • Organizing Meetings and Obtaining Results
  • How the Workforce Has Changed
  • 143
  • Are Meetings Necessary?
  • 144
  • Focus on Results, Rather Than Subjects
  • 144
  • Keeping Meetings Short and to the Point
  • 145
  • Start Your Meetings on Time
  • 146
  • Set a Finish Time
  • 15
  • 147
  • Curtail Topic Drift in Both Minutes and Discussion
  • 149
  • Handling Unexpected Situations
  • 150
  • Ensure That Participants Understand Their Role
  • 151
  • Get a Commitment to Act
  • 152
  • Conferences, Conventions, and Retreats
  • Labor Laws
  • 153
  • Chapter 12
  • Improving Performance
  • 157
  • Coaching and Improving Performance
  • 159
  • Make Sure Workers Own Their Responsibilities
  • 160
  • Review Performance Objectively-Strengths Are Just As Important As Weaknesses
  • 161
  • 17
  • Ask Open-Ended Questions
  • 162
  • Offer Options Rather Than Advice
  • 163
  • Respect Pauses
  • 163
  • Look at Behavior, Not Personality
  • 164
  • Match Solutions with Problems
  • 165
  • Multicultural Management
  • Avoid Personal Problems and Psychoanalysis
  • 166
  • Meet with Team Members Regularly
  • 168
  • Employee Discipline-A Call to Improvement
  • 169
  • When to Bring In Outside Specialists
  • 170
  • Chapter 13
  • You're Hired! You're Fired!
  • 19
  • 173
  • Define the Job and the Qualifications
  • 175
  • Ask the Right Questions
  • 179
  • Carefully Evaluate Your Candidates
  • 181
  • Trust Your Gut
  • 182
  • Performance Problems versus Misconduct
  • xi
  • Telecommuting and Virtual Management
  • 183
  • Get It in Writing-Keeping It Legal
  • 184
  • Firing: A Manager's Toughest Decision
  • 185
  • Chapter 14
  • Effective Appraisals
  • 189
  • Definition and Purpose of Appraisals
  • 191
  • 21
  • Provide Regular Feedback at Other Times
  • 192
  • Jointly Agree on Performance Objectives
  • 193
  • Find a Useful Rating Scale
  • 194
  • Allow Sufficient Time for the Appraisal
  • 195
  • How Do They Think They Have Done?
  • 196
  • Creative People and Knowledge Workers
  • Spend Most of the Time Looking Forward
  • 197
  • Agree On Joint Action Plans
  • 198
  • Build Upon and Put Joint Action Plans into "Action"
  • 199
  • Appraising Yourself as a Manager
  • 199
  • 22
  • Avoiding Legal Complications
  • 24
  • Chapter 3
  • Goal Setting and Achievement
  • 29
  • What Is Goal Setting?
  • Chapter 1
  • 31
  • Decide on Your Goals
  • 32
  • Keep Them Simple and Focused
  • 33
  • Concentrate on Results Rather Than on Activities
  • 34
  • Goals Should Hit Their MARC
  • 35
  • Prioritize for Maximum Effect
  • You're a Manager-Now What?
  • 36
  • Encourage Your Team to Suggest Their Own Goals
  • 37
  • Plan Only the 20 Percent
  • 38
  • Make Someone Responsible for Each Task, and Set a Deadline
  • 39
  • Spot the Bombs
  • 39
  • Prevent, Rather Than Fight Fires
  • 1
  • 40
  • Control the Key 20 Percent of Tasks in a Plan
  • 41
  • Chapter 4
  • Making Your Day More Productive
  • 43
  • Set a Good Example
  • 45
  • Urgent Is Not Necessarily Important
  • 46
  • What Is a Manager?
  • Write It Down-And Make It Real
  • 47
  • Don't Rush Around Aimlessly-Organize a Routine Day
  • 49
  • Dealing with Office Politics and Interruptions
  • 50
  • Expect the Unexpected
  • 52
  • Avoid Playing Desk Chess
  • 52
  • 3
  • Learn How to Say "No" Constructively
  • 53
  • Avoid Excessive Paperwork
  • 54
  • Chapter 5
  • Effective Problem-Solving
  • 57
  • For Every Action, There Is a Reaction
  • 59
  • Clearly Separate Cause from Effect
  • Function of Management: The 80:20 Rule
  • 60
  • Build Upon a Solid Starting Point
  • 61
  • Define the Problem Effectively, and Be Specific
  • 62
  • Use Charts and Diagrams to Help
  • 63
  • Avoid Assumptions When Dealing with People
  • 64
  • Deviations Are Caused by Changes
Control code
ocn188840363
Edition
Second edition.
Extent
xiii, 210 pages
Isbn
9781598697025
Media category
unmediated
Media MARC source
rdamedia
Media type code
n
Note
658 G969 2ND ; P ; XX-N ; C0801BT2(ES).
Other physical details
22 cm
System control number
  • (Sirsi) 188840363
  • (Sirsi) 188840363
  • (OCoLC)188840363

Library Locations

    • Buckner BranchBorrow it
      19 E. Jefferson St., Buckner, MO, 64016 , US
      39.13505 -94.19764
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