About this product

Product Identifiers

PublisherHarvard Business Review Press

ISBN-101591391822

ISBN-139781591391821

eBay Product ID (ePID)2324987

Product Key Features

Edition2

Book TitleBecoming a Manager : How New Managers Master the Challenges of Leadership

Number of Pages448 Pages

LanguageEnglish

TopicManagement

Publication Year2003

IllustratorYes

GenreBusiness & Economics

AuthorLinda A. Hill

FormatTrade Paperback

Dimensions

Item Height1.2 in

Item Weight23.6 Oz

Item Length9.4 in

Item Width6.1 in

Additional Product Features

Intended AudienceTrade

LCCN2003-001539

Dewey Edition21

Dewey Decimal658.4/09

SynopsisNew 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., Updated with new insights and context, this text shows new managers how to master the challenges of leadership. Topics include: learning what it means to be a manager; developing interpersonal judgment; confronting the personal side of management; and dispellng the myths of management., 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 howthey 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 amanager 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.

LC Classification NumberHF5384.H55 2003