Becoming a manager : (Record no. 19951)

MARC details
000 -LEADER
fixed length control field 02702cam a2200193 i 4500
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
ISBN 9781633696969
082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.409
Item number HIL
100 1# - MAIN ENTRY--AUTHOR NAME
Author name Hill, Linda A.
Dates associated with a name 1956-
245 10 - TITLE STATEMENT
Title Becoming a manager :
Sub Title how new managers master the challenges of leadership /
Statement of responsibility, etc Linda A. Hill.
300 ## - PHYSICAL DESCRIPTION
Number of Pages xix, 420 pages ;
Dimensions 24 cm.
504 ## - BIBLIOGRAPHY, ETC. NOTE
Bibliography, etc Includes bibliographical references (pages 357-410) and index.
505 0# - FORMATTED CONTENTS NOTE
Formatted contents note Learning what it means to be a manager -- Setting the stage -- Reconciling expectations -- Moving toward a managerial identity -- Developing interpersonal judgment -- Exercising authority -- Managing subordinates' performance -- Confronting the personal side of management -- Gaining self-knowledge -- Coping with the stresses and emotions -- Managing the transformation -- Critical resources for the first year -- Easing the transformation -- Dispelling the myths of management -- Exercising influence without formal authority -- Building an effective team -- Learning for a lifetime -- Epilogue: Creating a culture of leadership and learning.
520 ## - SUMMARY, ETC.
Summary, etc In your career, or anyone's, there is one transition that stands out as the most crucial--going from individual performer to competent manager. New managers have to 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. Many fail to make the transition successfully. In this timeless, essential book, Harvard Business School professor and leadership guru Linda Hill traces the experiences of nineteen new managers over the course of their first year in the role. She reveals the complexity of the transition, highlighting the expectations of the managers, their subordinates, and their superiors. We hear the 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 leadership. Hill shows that becoming a manager is a profound psychological adjustment--a true transformation--as well as a process of learning from experience. And she also offers concrete advice on dealing effectively with organizational politics, developing and leading diverse teams, and how managers can prepare themselves to lead over the course of their careers. No book has captured what it takes to make the crucial transition to leadership at work better than Becoming a Manager.--
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Subject Leadership.
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Subject Executive ability.
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Subject Supervision of employees.
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Subject Management.
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme Dewey Decimal Classification
Koha item type Books
Holdings
Withdrawn status Lost status Source of classification or shelving scheme Damaged status Not for loan Home library Current library Shelving location Date acquired Cost, normal purchase price Full call number Accession Number Price effective from Koha item type
    Dewey Decimal Classification     Institute of Public Enterprise, Library Institute of Public Enterprise, Library S Campus 08/06/2020 0.00 658.409 HIL 44535 08/06/2020 Books

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