The Truth about Managing People

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  • Edition: 2nd
  • Format: Paperback
  • Copyright: 2007-09-20
  • Publisher: Ft Pr
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"The premiere writer of management textbooks has sifted through the research to extract the truths every manager should know. This book is an antidote for the unsupported opinions handed out in many popular management books." Kenneth W. Thomas, Professor of Management, Naval Postgraduate School, Monterey, California, author ofIntrinsic Motivation at Work "A prolific scholar and writer, Robbins cuts through the research and theory to deliver immediately useful and essential insights for the effective management of people." Eric G. Stephan, Professor Organizational Leadership & Strategy, Marriott School of Management, Brigham Young University You can succeed brilliantly as a leader and overcome the "killer" problems faced by every manager! bull; The truth about building winning teams and designing high-productivity jobs bull; The truth about why "happy" employees arenrs"t always more productive bull; The (surprising) truth about what behaviors you really want to reward This book reveals 53 Proven Principles for handling virtually every management challenge The Truth About Managing Peopleoffers real solutions for the make-or-break problems faced by every manager. You'll discover: how to overcome the true obstacles to teamwork; why too much communication can be as dangerous as too little; how to improve your hiring and employee evaluations; how to heal "layoff survivor sickness"; even how to learn charisma. This isn't someone's opinion; it's a definitive, evidence-based guide to effective management: a set of bedrock principles you can rely on throughout your entire management career.

Author Biography

Dr. Stephen P. Robbins a faculty member (Emeritus) at San Diego State University

Table of Contents

Prefacep. vii
The Truth About Hiring
Forget traits; it's behavior that countsp. 1
Realistic job previews: what you see is what you getp. 5
Tips for improving employee interviewsp. 9
Brains matter; or when in doubt, hire smart peoplep. 13
Don't count too much on reference checksp. 17
When in doubt, hire conscientious people!p. 21
Hire people who fit your culture: my "good employee" is your stinker!p. 25
Manage the socialization of new employeesp. 79
The Truth About Motivation
Why many workers aren't motivated at work todayp. 33
Happy workers aren't necessarily productive workers!p. 37
Telling employees to do their best isn't likely to achieve their bestp. 41
Not everyone wants to participate in setting their goalsp. 45
Professional workers go for the flowp. 49
When giving feedback: criticize behaviors, not peoplep. 53
You get what you rewardp. 57
It's all relative!p. 61
Ways to motivate low-skill, low-pay employeesp. 65
There's more to high employee performance than just motivationp. 69
The Truth About Leadership
The essence of leadership is trustp. 73
Experience counts! Wrong!p. 77
Most people Think they know what good leaders look likep. 81
Effective leaders know how to frame issuesp. 85
You get what you expectp. 89
Charisma can be learnedp. 93
Make others dependent on youp. 97
Adjust your leadership style for cultural differences, or when in Rome...p. 101
When leadership Isn't importantp. 105
The Truth About Communication
Hearing isn't listeningp. 109
Choose the right communication channelp. 113
Listen to the grapevinep. 117
Men and women do communicate differentlyp. 121
What you do overpowers what you sayp. 125
The Truth About Building Teams
What we know that makes teams workp. 129
2 + 2 doesn't necessarily equal 4p. 133
One bad apple spoils the barrelp. 137
We're not all equal: status matters!p. 141
Not everyone is team materialp. 145
The Truth About Managing Conflicts
The case For conflictp. 149
Beware of groupthinkp. 153
How to reduce work-life conflictsp. 157
Negotiating isn't about winning and losingp. 161
The Truth About Designing Jobs
Not everyone wants a challenging jobp. 165
Four Job-design actions that will make employees more productivep. 169
The Truth About Performance Evaluation
Annual reviews: the best surprise is no surprise!p. 173
Don't blame me! The role of self-serving biasp. 177
The case for 360-degree feedback appraisals: more Is better!p. 181
The Truth About Coping with Change
Most people resist any change that doesn't jingle in their pockets!p. 185
You Can teach an old dog new tricksp. 189
Use participation to reduce resistance to changep. 193
Some Final Thoughts About Managing Behavior
First impressions do count!p. 197
People aren't completely rational: don't ignore emotions!p. 201
Employee turnover can be a good thingp. 205
Beware of the quick fixp. 209
Referencesp. 213
About the Authorp. 231
Table of Contents provided by Ingram. All Rights Reserved.


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