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Gary R. McClain - The Everything Managing People Book: Quick And Easy Ways to Build, Motivate, And Nurture a First-rate Team

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Gary R. McClain The Everything Managing People Book: Quick And Easy Ways to Build, Motivate, And Nurture a First-rate Team
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The Everything Managing People Book: Quick And Easy Ways to Build, Motivate, And Nurture a First-rate Team: summary, description and annotation

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Whether youre a first-time manager or a seasoned professional, you know that a motivated, productive, and fulfilled team is your most important asset. Completely updated and revised, The Everything Managing People Book, 2nd Edition arms you with all you need to create a winning team, including straightforward advice on hiring and firing, leadership, delegation, and effective feedback.

This new edition contains updated information on:
  • Changes in todays business world
  • New laws and regulations
  • The latest in office technology
  • Telecommuting and job sharing
  • Filled with practical tips and innovative strategies, The Everything Managing People Book, 2nd Edition helps you get the best out of your employees by providing the motivation and support they need to perform at their best. This hands-on, informative book serves as a desk reference youll turn to again and again to find valuable information on leading an effective team and succeeding as a manager.

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    THE EVERYTHING MANAGING PEOPLE BOOK Gary McClain PhD and Deborah S Romaine - photo 1

    THE EVERYTHING MANAGING PEOPLE BOOK
    Gary McClain, Ph.D., and Deborah S. Romaine

    2nd Edition

    Dear Reader,

    So, you're a manager. Congratulations! You probably have lots of ideas about how to do things differently and better. Maybe you've already smoothly implemented some of them but have had less success with others. You know you could do more if you knew what to do and how to do it. Although you've had plenty of training in the skills your jobs have required, no one's really teaching you how to be a manager.

    You've had your share of bad managers, and you don't want to become one of them. Perhaps you've been fortunate enough to have a great manager at some point in your career, someone you'd like to be like now that you're one. We hope so, because that's the kind of manager we'd like you to be!

    In today's business environment, success as a manager means directing and balancing multiple objectives. It's not enough to know processes; you must also know what motivates and supports the people who make those processes happen. This book is a guide to understanding how people function within the workplace and to figuring out how you as a manager can help them grow to be more productive and successful so you are, too.

    The Everything Managing People Book Quick And Easy Ways to Build Motivate And Nurture a First-rate Team - image 2

    TheThe Everything Managing People Book Quick And Easy Ways to Build Motivate And Nurture a First-rate Team - image 3Series

    EditorialPublishing DirectorGary M. KrebsDirector of Product DevelopmentPaula MunierAssociate Managing EditorLaura M. DalyAssociate Copy ChiefBrett Palana-ShanahanAcquisitions EditorLisa LaingDevelopment EditorKatie McDonoughAssociate Production EditorCasey EbertProductionDirector of ManufacturingSusan BealeAssociate Director of ProductionMichelle Roy KellyPrepressMatt LeBlancErick DaCostaDesign and LayoutHeather BarrettBrewster BrownvilleColleen CunninghamJennifer OliveiraSeries Cover ArtistBarry Littmann

    Visit the entire Everything Series at www.everything.com

    Quick and easy ways to build, motivate, and nurture a first-rate team

    Gary McClain, Ph.D., and Deborah S. Romaine

    Adams Media Avon Massachusetts Copyright 2002 2007 FW Publications Inc - photo 4

    Adams Media

    Avon, Massachusetts

    Copyright 2002, 2007, F+W Publications, Inc. 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.

    An Everything Series Book.

    Everything and everything.com are registered trademarks of F+W Publications, Inc.

    Published by Adams Media, an F+W Publications Company 57 Littlefield Street, Avon, MA 02322 U.S.A.

    www.adamsmedia.com

    Produced by Amaranth Illuminare, P.O. Box 573, Port Townsend, WA, 98368

    ISBN 10: 1-59869-143-0

    ISBN 13: 978-1-59869-143-6

    Printed in the United States of America.

    J I H G F E D C B A

    Library of Congress Cataloging-in-Publication Data

    McClain, Gary R.

    The everything managing people book / authors: Gary McClain and Deborah S. Romaine. 2nd ed.

    p. cm. (An everything series book)

    Includes bibliographical references.

    ISBN-13: 978-1-59869-143-6

    ISBN-10: 1-59869-143-0

    1. Supervision of employees. 2. Personnel management. I. Romaine, Deborah S. II. Title.

    HF5549.12.M375 2007

    658.3 dc22

    2006028206

    This publication is designed to provide accurate and authoritative information with regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional advice. If legal advice or other expert assistance is required, the services of a competent professional person should be sought.

    From a Declaration of Principles jointly adopted by a Committee of the American Bar Association and a Committee of Publishers and Associations

    Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book and Adams Media was aware of a trademark claim, the designations have been printed with initial capital letters.

    This book is available at quantity discounts for bulk purchases.

    For information, please call 1-800-289-0963.

    Top Ten Concerns of Today's Managers
    1. Rising costs: Health care and health care insurance; expense of staying competitive
    2. Diversity: Multiculturism; protecting rights; immigration and legal employment
    3. Globalization: Competing in a global economy; offshore outsourcing; import and export
    4. Image and ethics: Perceived dishonesty and greed among top executives; shortage of good leadership; community accountability
    5. Employee management: Efficiency; productivity; training; motivation; attitude
    6. Technology and communications: E-mail, cell phones, text messaging, voicemail; offshore support; BlackBerry
    7. Technology and business objectives: Growth of Internet advertising and marketing; data security; privacy protection; e-commerce
    8. Constant change: Technologies; business environment; tastes and needs; flexibility and responsiveness
    9. Strategic relationships: Partnerships designed to leverage skills and products; choosing and developing the right partnerships
    10. Growth versus stagnation: Expansion or stability; trends and shifts; overexpansion
    Introduction

    Picture 5 BACK IN THE DAYS of the Industrial Revolution and the advent of automation, managing meant getting product out. Nameless workers stood side by side on assembly lines and in factories, going through the same movements hour after hour, day after day. As mechanization became more sophisticated, managers started paying attention to factors like efficiency. Not only did workers have to do the same thing over and over, they had to do it within specific parameters. If for any reason workers couldn't do the work, they were gone. Job satisfaction? Not even a dream! Managing, from the manager's perspective, was simple.

    Then along came laws bringing protections for workers. If managers wanted employees on the job more than forty hours a week, they had to pay extra. Other changes filtered into the workplace, too, as social circumstances evolved. Women and minority groups entered the workforce. Their demands for equity equal pay, equal rights, and equal opportunities gave rise to numerous acts of legislation that established standards of practice for affirmative action, worker safety and health, and equitable pay and benefits.

    Today, government federal, state, and local regulates many dimensions of the American workplace. Labor and employment laws and regulations are so complex they have become specialty areas within the legal profession, and most large companies have their own legal departments to help them remain in compliance. Ignorance of the law carries the risk of lawsuits, not only from employees but also from the communities within which these companies operate. Managing has become very complicated.

    Survival and success as a manager in today's business world requires far more than setting productivity goals and enforcing them with ultimatums. People bring different work styles to the job; managers must understand and integrate them to meet department and company objectives. Company goals still require that employees work at their highest level of productivity, but companies also realize that reaching and maintaining such a level also requires attention to employee needs and interests. Employees need creature comforts, vacations, and opportunities for personal growth and career advancement.

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