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Becoming a Manager
American Management Association Self-Study, Oct 2010, Pages: 212
Most people rise to the ranks of management on their success as individual contributors or supervisors. In those roles they developed important skills, did excellent work, and proved their worth as reliable members of their departments or work teams. Once these people become managers, however, they must learn a new skill: how to achieve organizational goals through people and other resources—not through individual effort alone. ‘Becoming a Manager’ helps them learn the key elements of that skill and navigate the transition to management with confidence.
The role of the new manager demands a new mindset, new activities, and new relationships with people throughout the organization. ‘Becoming a Manager’ guides the first-time manager through these and other challenges. Part One, Making the Transition, explores how to make the critical shift from individual contributor to manager; what it takes to build a successful partnership with your boss; and the key elements of managing time, which is every manager’s scarcest commodity. Part Two, Developing Your Management Skills, examines how to use influence and persuasion to manage without formal authority; how to develop a leadership style; the elements of planning and setting goals; and the critical roles of work processes and continuous improvement. In Part Three, Managing Others, readers learn how to master the performance management process; adopt a process for making sound decisions; and handle difficult people and situations, including high-value customers or a difficult boss.
Throughout the course, examples, exercises, Think About It sections, and topical sidebars provide readers opportunities for practice, feedback, and application.
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