Becoming a Manager
How New Managers Master the Challenges of Leadership
(Sprache: Englisch)
IN BECOMING A Manager, Linda Hill traces the experiences of nineteen new managers over the course of their first year in a managerial role. Through compelling personal interviews, she reveals the difficulties in transitioning from employee to manager, and...
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Produktinformationen zu „Becoming a Manager “
IN BECOMING A Manager, Linda Hill traces the experiences of nineteen new managers over the course of their first year in a managerial role. Through compelling personal interviews, she reveals the difficulties in transitioning from employee to manager, and offers concrete, practical suggestions companies can use to help managers survive that first critical year and become effective contributors to the organization. A timeless look at a pervasive challenge, this is a business classic not to be missed.
Klappentext zu „Becoming a Manager “
New managers must learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many fail to make. This book traces the experiences of nineteen new managers over the course of their first year in a managerial capacity. Reveals the complexity of the transition and analyzes the expectations of the managers, their subordinates, and their superiors. New managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective work relationships, how and when they used individual and organizational resources, and how they learned to cope with the inevitable stresses of the transformation. They describe what it was like to take on a new identity. Two themes emerge: first the transition from individual contributor to manager is a profound psychological adjustment--a transformation; second, the process of becoming a manager is primarily one of learning from experience. Through trial and error, observation and interpretation, the new managers learned what it took to become effective business leaders.
Inhaltsverzeichnis zu „Becoming a Manager “
Preface to the 2nd Edition Preface to the 1st Edition Introduction I. Learning What It Means to Be a Manager 1. Setting the Stage 2. Reconciling Expectations 3. Moving toward a Managerial Identity II. Developing Interpersonal Judgment 4. Exercising Authority 5. Managing Subordinates' Performance III. Confronting the Personal Side of Management 6. Gaining Self Knowledge 7. Coping with the Stresses and Emotions IV. Managing the Transition 8. Critical Resources for the First Year 9. Easing the Transformation V. Dispelling the Myths of Management 10. Exercising Influence Without Authority 11. Building an Effective Team 12. Learning for a Lifetime Epilogue: Creating Cultures of Leadership and Learning Selected Bibliography Index
Autoren-Porträt von Linda A. Hill
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration in the Organizational Behavior Area at the Harvard Business School. She is faculty chair, Leadership Initiative, and faculty chair, the Young Presidents Organization Presidents Seminar.
Bibliographische Angaben
- Autor: Linda A. Hill
- 2003, Second Edition., 448 Seiten, Maße: 15,6 x 23,5 cm, Kartoniert (TB), Englisch
- Verlag: Harvard Business School Press
- ISBN-10: 1591391822
- ISBN-13: 9781591391821
Sprache:
Englisch
Rezension zu „Becoming a Manager “
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