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Stephen Soundering - Management 101: From Hiring and Firing to Imparting New Skills, an Essential Guide to Management Strategies

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A crash course in managing productive, successful, and happy employees!Effective employee management is imperative to a business success, but all too often management books turn the important details of best practices into tedious reading that would put even a CEO to sleep. Management 101 cuts out the boring explanations of management policies, and instead provides hand-on lessons that keep you engaged as you learn how to manage productive, happy employees. From hiring and firing to delegating and coaching, this primer is packed with hundreds of entertaining tidbits and concepts that you wont be able to get anywhere else. So whether youre a business owner, a middle-manager with many direct reports, or an entry-level employee learning to supervise interns, Management 101 has all the answers--even the ones you didnt know you were looking for.

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Contents
Guide
Management 101
From Hiring and Firing to Imparting New Skills, an Essential Guide to Management Strategies
Stephen Soundering

Avon Massachusetts Copyright 2017 Simon and Schuster All rights reserved This - photo 1

Avon, Massachusetts

Copyright 2017 Simon and Schuster

All rights reserved.

This book, or parts thereof, may not be reproduced in any form without permission from the publisher; exceptions are made for brief excerpts used in published reviews.

Published by

Adams Media, an imprint of Simon & Schuster, Inc.

57 Littlefield Street, Avon, MA 02322. U.S.A.

www.adamsmedia.com

Contains material adapted from The Everything Managing People Book, 2ndEdition by Gary McClain, PhD, and Deborah S. Romaine, copyright 2007 Simon and Schuster, ISBN 10: 1-59869-143-0, ISBN 13: 978-1-59869-143-6; and Management Basics,2ndEdition by Sandra Gurvis, copyright 2008 Simon and Schuster, ISBN 10: 1-59869-702-1, ISBN 13: 978-1-59869-702-5.

ISBN 10: 1-5072-0036-6

ISBN 13: 978-1-5072-0036-0

eISBN 10: 1-5072-0037-4

eISBN 13: 978-1-5072-0037-7

Cover design by Heather McKiel.

Cover images iStockphoto.com/CSA-Images, song_mi, Robert Wicher

Interior images iStockphoto.com.

Introduction

Like everything else in the workplace today, the concept of what it means to be a manager is changing. And its not getting any easier. The workplace has become a complex environment that includes faster and faster communication, swiftly changing economic circumstances, remote workers (sometimes on another continent), and data spitting in all directions. The workforce has changed: Its younger, more technologically savvy, and more diverse in every way. Under these circumstances its easy for managers to feel overwhelmed. How can anyone manage all of this?

Management 101 breaks it down for you in a series of simple, clear entries. Whether youre a new manager or an old hand with plenty of experience, here youll find useful tips for getting the most out of your employees and yourself.

A manager is responsible for directing a group of employees or a project. This sounds pretty simple, but its really not. The Wall Street Journal cites management guru, the late Peter Drucker, to this effect: A manager sets objectives; organizes; motivates and communicates; measures; and develops people. While other management experts may use different words and focus on different aspects of these responsibilities, says the Journals writer, Mr. Druckers basic description of the managers job still holds.

At its heart, good management is all about teamwork. As a manager, your role is to lead other people to accomplish goals that will further the larger goals the company has set. Youll be judged as a manager, to a great extent, by how your team functions and the outcome of your project.

This book will show you how to communicate clearly and effectively, plan for success, execute those plans with precision, and more. Above all, it will help you learn how to manage people and projects to achieve desired results. Great managers know how to inspire their employees, mentor the best of them, and help them move up their career ladders. They know how to tell when a system isnt functioning properly and distinguish that from problems with the people who comprise the system. They know how to resolve conflicts and find the right places for the right team members.

Great management skills are not something you are born with; you have to learn them. Management 101 will teach you the basics of managementoffering examples, both good and bad. These lessons will range from how to recruit and retain great people for your team to turning around counterproductive behavior and conducting effective performance reviews.

Its all here in Management 101. So lets get going.

What Is Management?
The Flavors of Organization

Look up the word manager on the Internet or in any reference book and you will find many different definitions. They range from the coach of a sporting team to an individual hired to manage a celebritys business or personal affairs to a computer server that provides the communication link between the systems administrator and affiliated devices on a network. But the most common definition is of someone responsible for directing or organizing a group of employees or a project. In other words, someone like you.

Managers of various organizations and companies come in many flavorsthey can be directors, group or section leaders, various vice presidents, chief operating officers, even heads of boards of directors. In the truest sense, even the president of the United States is a manager.

According to management expert Bill Warner, despite their varying responsibilities all managers have several things in common: They are leaders, project managers, and coaches who use department resourcesboth people and equipmentto get the job done. They develop strategies, organize the department, set priorities and make decisions, place and ensure the training of their workers, delegate responsibilities, find solutions, make sure employees have adequate resources to do the job, communicate with department and outside sources, and represent (both internally and externally) and help determine company policy.

Managers also have a number of soft duties: establishing and solidifying relationships within and outside of the company; creating and nurturing a positive work environment so people can support each other within the team; and coachingworking with individuals such that they have a clear idea of how they can contribute and thus improve their performance so that they may put forward their best efforts. Managers also serve as mentors, encouraging new talent and advising their employees on their career paths. In addition, they act as a conduit to higher-level management as they report on the progress of their department and other issues that can affect corporate decision-making.

When it comes down to it, managers are responsible for everything in their arena. No matter what you manage or how many people you manage, when it comes to your area of responsibility, the buck stops with you.

The Function of Management: The 80:20 Rule

Vast amounts of information exist outlining what a manager should and should not do. In fact, there is so much information that it is very difficult to know where to start. And even when you know where to look, no one can learn everything. The principal objective must therefore be to identify those ideas that will produce the bulk of the resultsand that is an application of the 80:20 rule.

The 80:20 rule states that you will often find an (approximately) 80:20 ratio between related factors. For example:

  • 80 percent of the sales revenue derives from 20 percent of the customers.
  • 80 percent of the problems are caused by 20 percent of the people.
  • 80 percent of the results come from 20 percent of the activities.

With this in mind, you can begin to understand the importance of focusing on the 20 percent that needs to be attended to at any given moment. Focusing on the 20 percent allows managers to prioritize how they spend their time. Because new managers often lack experience, they typically find that their schedule fills up quickly because they try to do everything. Prioritizing enables the manager to have an impact without spending sixty hours a week in the office.

The 80:20 rule enables you to weed out the problems and concentrate on the areas that need improvement. It will also help you identify strengths within your organization, as well as benchmark high achievers.

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