Becoming a Successful Manager - download pdf or read online

By Jack H. Grossman, J. Robert Parkinson

ISBN-10: 0071402764

ISBN-13: 9780071402767

ISBN-10: 0658014897

ISBN-13: 9780658014895

Turning into a profitable supervisor offers hands-on workouts and suggestion to aid neophyte managers make the tricky transition from dealing with merely themselves to handling others. It indicates new managers the right way to create a good, efficient setting, one who motivates and brings out the simplest in staff whereas delivering greatest profit to their employers.

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Since your employees are also human beings first, you already have much in common with them. This means that your employees’ expectations of you are not that much different from your expectations of your own manager or of your managers in the past. Likewise, your employees’ desires of you (which are more than expectations) are not much different from the desires you have of your manager. This realization should motivate you to treat your employees the way you would like to be treated. Of course, you hold a position of greater responsibility, but the characteristics you have in McGraw-Hill's Terms of Use 41 42 BECOMING A SUCCESSFUL MANAGER common with your employees—your human characteristics—are far more significant than your differences, such as your respective job titles, sex, race, or religion.

Adopt and encourage positive attitudes. One well-deserved, sincere, and specific compliment says more than a thousand insincere general ones. Small acts of human kindness done consistently characterize a mensch. 2 Adopt Positive and Productive Attitudes L’  ’    a party to which you really don’t want to go but for “politically correct” reasons you must attend. You don’t have a choice of whether or not to accept the invitation, but you can choose your attitude regarding it.

Are your tones supportive, intimidating, aggressive, confrontational, friendly, or something else? Listen for the tone in what your employees say in order to determine the mood and motivation behind each statement. ” It worked for him in the program because that’s how the script was written, and he knew the ending. However, since you are working without a script, and you cannot presume to know what your employees are thinking, the facts aren’t enough. You need to sense the feelings and motivations behind the words.

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Becoming a Successful Manager by Jack H. Grossman, J. Robert Parkinson


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