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It’s Okay to Be the Boss： The Step-by-Step Guide to Becoming the Manager Your Employees Need你也能当老板！

It’s Okay to Be the Boss： The Step-by-Step Guide to Becoming the Manager Your Employees Need你也能当老板！

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作者: Bruce Tulgan 著

出版社: 音像供货

出版时间: 2007-03

版次: 1

ISBN: 9780061121364

定价: 167.00

装帧: 精装

开本: 16开

纸张: 胶版纸

页数: 196页

分类: 外文古旧书>英文书>管理

1人买过

Tulgan, author and expert on Generation X workers (born between 1965 and 1977), considers what he calls the epidemic of "undermanagement" in corporate America--or, the failure of managers to take daily charge of the work environment and tell employees what to do and how to do it. He identifies seven big management myths, including there not being enough time to manage people; that to be fair, everyone should be treated the same; and the desire of managers to be "nice guys." Today's change in corporate culture from long-term employees working their way up the ranks to short-term workers in flattened organizations reporting to project managers who "empower" them leads to failure, because employees are not really free and managers are not trained. The author decries managers' lack of guidance, direction, feedback, and employee support, and he responds in this book with hands-on management advice that he clearly differentiates from micromanagement. The Undermanagement Epidemic

Get in the Habit of Managing Every Day

Learn to Talk Like a Performance Coach

Take It One Person at a Time

Make Accountability a Real Process

Tell People What to Do and How to Do It

Track Performance Every Step of the Way

Solve Small Problems before They

Turn into Big Problems

Do More for Some People and Less

for Others

Start Here

Acknowledgments

Index

About the Author
内容简介:
Tulgan, author and expert on Generation X workers (born between 1965 and 1977), considers what he calls the epidemic of "undermanagement" in corporate America--or, the failure of managers to take daily charge of the work environment and tell employees what to do and how to do it. He identifies seven big management myths, including there not being enough time to manage people; that to be fair, everyone should be treated the same; and the desire of managers to be "nice guys." Today's change in corporate culture from long-term employees working their way up the ranks to short-term workers in flattened organizations reporting to project managers who "empower" them leads to failure, because employees are not really free and managers are not trained. The author decries managers' lack of guidance, direction, feedback, and employee support, and he responds in this book with hands-on management advice that he clearly differentiates from micromanagement.
目录:
The Undermanagement Epidemic

Get in the Habit of Managing Every Day

Learn to Talk Like a Performance Coach

Take It One Person at a Time

Make Accountability a Real Process

Tell People What to Do and How to Do It

Track Performance Every Step of the Way

Solve Small Problems before They

Turn into Big Problems

Do More for Some People and Less

for Others

Start Here

Acknowledgments

Index

About the Author

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