By Joseph T. Straub

ISBN-10: 0585081239

ISBN-13: 9780585081236

ISBN-10: 0814470602

ISBN-13: 9780814470602

Being a supervisor should be nerve-wracking. there are such a lot of new tasks to regulate, such a lot of new abilities to profit, and so little time to do it. it is a concise, complete consultant written in particular to assist new managers research the ropes of administration -without having a anxious breakdown. themes coated contain: knowing the manager's function; coping with former friends; day-by-day making plans; management and training; coping with a staff; motivating humans; delegating paintings; hiring and orienting new staff; carrying out functionality value determinations; disciplining and terminating staff; and extra. It comprises routines, self-quizzes, worksheets and examples.

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Additional resources for The Rookie Manager: A Guide to Surviving Your First Year in Management

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And guess what? Doing so makes you a situational leader. Emphasize Results Over Methods Some leaders are too prescriptive. They become obsessed with the techniques or approaches employees use to do the work instead of focusing on the results they're supposed to achieve. The next time you make an assignment, try this: Tell the employees what you expect, then leave most or all of the decisions about how they should do it up to them. Sure this takes some courage, but the results might surprise you.

Your group reward system must also include frequent feedback on the team's performance, so members can monitor their collective progress. This enables them to take fast action when things go haywire. An eye-catching chart, graph, or other visual aid often fills the bill. Group rewards are limited only by your ingenuity and budget. They may include, for example, public praise, a bonus to be shared among team members, a rotating trophy that's temporarily "owned" by the best-performing team, or assignment to a more desirable work shift or project.

I'll help in any way possible, but this is your work, and you should make the call. " With that he excused himself and left them to work it out— which they did. Do ·Prepare for the meeting. Make notes, review and reflect on the team-produced agenda, gather important materials, reserve a room if necessary, and requisition and test-run any audiovisual equipment. ·Think of yourself as a participant, coordinator, and general guide. You may have to arrange for the room and equipment, but it's not your job to "call a meeting" or "run it" in the traditional sense.

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The Rookie Manager: A Guide to Surviving Your First Year in Management by Joseph T. Straub

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