Nelson, Bob, Economy, Peter 　著

内容

目次

Foreword. Introduction. Part I: So, You Want to Be a Manager? Chapter 1: You’re a Manager — Now What? Chapter 2: Delegation: Getting Things Done without Getting Done In. Chapter 3: Lead, Follow, or Get Out of the Way. Part II: Managing: The People Part. Chapter 4: Hiring: The Million–Dollar Decision. Chapter 5: Inspiring Employees to Better Performance. Chapter 6: When in Doubt, Coach. Part III: Making Things Happen. Chapter 7: Goal Setting Made Easy. Chapter 8: Measuring and Monitoring Individual and Project Performance. Chapter 9: The Fine Art of Performance Evaluations. Part IV: Working with (Other) People. Chapter 10: Getting Your Message Across. Chapter 11: It’s a Team Thing. Chapter 12: Managing Virtual Employees. Chapter 13: Focusing on Ethics and Office Politics. Part V: Tough Times for Tough Managers. Chapter 14: Managing Change on the Job. Chapter 15: Employee Discipline: Speaking Softly and Carrying a Big Stick. Chapter 16: Too Little, Too Late: Terminating Employees. Chapter 17: Managing Me: Taking Care of No.1. Part VI: Tools and Techniques for Managing. Chapter 18: Budgeting, Accounting, and Other Money Stuff. Chapter 19: Harnessing the Power of Technology. Chapter 20: Developing and Mentoring Employees. Chapter 21: Keeping Track of Recent Management Trends. Part VII: The Part of Tens. Chapter 22: Ten Common Management Mistakes. Chapter 23: The Ten Best Ways to Recognize Employees. Chapter 24: Ten Classic Business Books That You Need to Know About. Index.