Professionals today, whether they are new or seasoned, need a solid foundation of essential skills in order to keep pace with the speed of change. The American Management Association, the preeminent provider of business education worldwide, trains the majority of the Fortune 500 companies in competitive business skills. Now, for the first time, AMA has assembled the most critical, "must-have” skills for managers and leaders in one handy volume. AMA Business Boot Camp paves the way for readers to: • Motivate, increase morale, and enhance productivity • Manage organizational change • Improve…mehr
Professionals today, whether they are new or seasoned, need a solid foundation of essential skills in order to keep pace with the speed of change. The American Management Association, the preeminent provider of business education worldwide, trains the majority of the Fortune 500 companies in competitive business skills. Now, for the first time, AMA has assembled the most critical, "must-have” skills for managers and leaders in one handy volume. AMA Business Boot Camp paves the way for readers to: • Motivate, increase morale, and enhance productivity • Manage organizational change • Improve their ability to communicate and influence others • Screen, evaluate, and select corporate strategies • Conduct effective performance reviews • Protect themselves against the pitfalls of intra-organizational politics • And much more Covering everything from management and leadership to project management and strategy, this one-of-kind reference serves as a crash course in the fundamentals required for lasting success.
EDWARD T. REILLY Editor of "AMA BUSINESS BOOT CAMP" Edward T. Reilly has been the 17th President and Chief Executive Officer of the American Management Association, International since June 2001. AMA (amanet.org) is the world's leading not-for-profit, membership-based management development, research and publishing organization. Each year, AMA directly interacts with over 100,000 managers and executives in the United States and around the world, through its renowned management education seminar programs and conferences. It publishes many newsletters, research papers and a quarterly management journal. Through its publishing arm, AMACOM, it publishes over 70 books per year. AMA produces hundreds of webcasts and podcasts that reach over a quarter million managers around the world each year. AMA is the parent company of Management Centre Europe (MCE.be), a leading pan-European business management education institution for middle and senior executives. Management Centre Europe has been located in Brussels for 40 years. AMA also maintains operations in Canada, Mexico, Japan and China, with affiliated organizations in Turkey, United Arab Emirates, Singapore, Malaysia, Thailand, Korea and Australia. AMA's organizations are distinguished by the quality of their faculty of global business practitioners, the practical action-oriented focus of their learning programs, and the dynamic, interactive nature of their courses. To further expand AMA's vast footprint, Ed served as editor of AMA BUSINESS BOOT CAMP: "Management and Leadership Fundamentals That Will See You Successfully Through Your Career" (AMACOM 2013). "It is my hope that this book will be an introduction to the principles of effective, efficient management and leadership for some of the people we don't yet touch," Ed states, "and that the collective skills they begin to develop through the exposure to these ideas will help them and their organizations." Ed previously served as President and Chief Executive Officer of Big Flower Holdings, Inc., a leading provider of integrated marketing and advertising services. Under his four-year leadership, revenues at Big Flower Holdings increased from approximately $1 billion to nearly $1.9 billion. The NYSE-listed Company broadened its services and made numerous acquisitions, specializing in newspaper insert advertising, individualized direct mail, digital asset management and application software for the broadcasting and advertising agency industries. In December of 1999, the Company was sold to a group of private equity investors. Prior to joining Big Flower Holdings, Ed spent over 25 years with the book publishing and broadcast groups of The McGraw-Hill Companies, holding the following positions: Editor in Chief of the Accounting, Computing and Data Processing Department of Gregg Community College Division; Chief Financial Officer of the California Test Bureau; General Manager of the Instructo Corporation; Group Vice President for Europe, Africa and The Middle East; Group Vice President for McGraw-Hill Training Systems; the Executive Vice President of the McGraw-Hill International Book Company. In 1987, Ed became the President of The McGraw-Hill Broadcasting Company and during that time, also served as Chairman of the Board of the Television Bureau of Advertising (TVB), and Chairman of the Board of the Association for Maximum Service Television (MSTV) when the technology platform for digital broadcasting and high definition television was developed and approved by the FCC. He served as a Board member of the National Association of Broadcasters (NAB) and is a past Chairman of The Advertising Council, the world leader in public service advertising. Currently, Ed serves on the following Boards: USO Metropolitan New York; Immediate Past Chairman of the USO World Headquarters Board of Governors; Co-Chairman of the USO Operation Enduring Care Campaign; Member of the North American Advisory Board of the UCD Michael Smurfit School of Business in Dublin; Fellow of the International Academy of Management; Member of the United States Advisory Board of IESE Business School, Barcelona, Spain; International Counselor of the Institute of International Education and Fellow and past Chairman of the Royal Society of Arts in the U.S.. Ed holds a Bachelor's Degree in Business Administration from St. Francis College, New York, and attended the Stanford Executive Program. He resides in Westport, Connecticut, with his wife, Susan.
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Contents Acknowledgments ix Preface xi A Guide to Using This Book xiii SECTION 1: ESSENTIAL MANAGEMENT SKILLS 1 CHAPTER 1: BASIC MANAGEMENT 3 The Roles of Manager 3 Creating the Right Environment 6 The Nature of Decision Making 7 Characteristics of a Healthy Workplace 7 Effective Communication: Honing the Key Skill 8 The Content of Business Communication 9 Communication Process 10 Questioning Styles 12 Elements of Communication 14 Purposeful Communication—The Skill in Service 17 Using Communication to Manage Up 17 Communicating Organizational Goals 18 Running Effective Meetings 18 CHAPTER 2: PERFORMANCE MANAGEMENT 25 The Process of Managing 25 Tools of Managing 31 Fundamentals of Motivation 32 Herzberg's Model 33 Countering Workplace Dissatisfaction 36 Uncovering Employees' Motivators 39 Delegation for Growth and Development 40 Two-Way Benefits of Delegating 40 The Process of Delegating 42 When to Delegate—and When Not To 44 Coaching to Boost Performance 45 Occasions for Coaching 46 The Process of Coaching 47 The Mechanics of Coaching 47 CHAPTER 3: MANGING STAFF CHANGES 53 Dealing with Change 53 Reasons for Hiring 55 Right Fit 55 Fluctuating Economy 57 Variable Skill Levels 59 Loyalty and Commitment 59 Outsourcing 60 Personnel Expectations 61 The Hiring Process—Recruiting 64 The Hiring Process—Interviewing 72 General Competency 74 Job-Specific Competency 76 Interview Format 85 Active Listening 87 Selection Guidelines 88 CHAPTER 4: MANAGING PROJECTS 91 The Triple Constraints 92 The Project Team 94 Project Flow 94 Differentiating Operations from Projects 96 Initiating a Project 97 Planning a Project 109 Executing a Project 123 Completing a Project 130 Case Study 1: Moderate Complexity Project 132 Case Study 2: High-Risk Project 133 Section I Action Items 137 SECTION II: SENIOR MANAGEMENT SKILLS 139 CHAPTER 5: STRATEGIC THINKING 141 Why Managers Need to Think Strategically 141 A Strategic Frame of Reference 143 Elements of the Strategic Frame of Reference 145 Understanding the Operational Mission 149 The Anatomy of a Strategic Vision 153 Understanding Customer Sensitivities 153 Creating a Strategic Advantage 155 Making the Vision a Reality 159 CHAPTER 6: LEADERSHIP 163 Leadership Self-Assessment 164 Behavior of a Leader 167 Measures of Success 174 Leveraging Your Leadership Style 176 Leadership Image 181 Building Power and Influence 184 Assessment #1: Your Power Potential 185 Assessment #2: Your Power Profile 187 Assessment #3: Group Leadership Qualities 188 Influence 190 Enlightened Office Politics 192 Motivating Difficult People 202 The Staller 202 The Emotional Hothead 202 The Complainer 202 The Backstabber 203 Ms. or Mr. Perfect 203 Section II Action Items 208 Appendix A: Self-Assessment on Comfort Level with Delegation 211 Appendix B: Coaching Planning Worksheet 213 Appendix C: Project Management Planning Template 215 Glossary 219 Index 223
Contents Acknowledgments ix Preface xi A Guide to Using This Book xiii SECTION 1: ESSENTIAL MANAGEMENT SKILLS 1 CHAPTER 1: BASIC MANAGEMENT 3 The Roles of Manager 3 Creating the Right Environment 6 The Nature of Decision Making 7 Characteristics of a Healthy Workplace 7 Effective Communication: Honing the Key Skill 8 The Content of Business Communication 9 Communication Process 10 Questioning Styles 12 Elements of Communication 14 Purposeful Communication—The Skill in Service 17 Using Communication to Manage Up 17 Communicating Organizational Goals 18 Running Effective Meetings 18 CHAPTER 2: PERFORMANCE MANAGEMENT 25 The Process of Managing 25 Tools of Managing 31 Fundamentals of Motivation 32 Herzberg's Model 33 Countering Workplace Dissatisfaction 36 Uncovering Employees' Motivators 39 Delegation for Growth and Development 40 Two-Way Benefits of Delegating 40 The Process of Delegating 42 When to Delegate—and When Not To 44 Coaching to Boost Performance 45 Occasions for Coaching 46 The Process of Coaching 47 The Mechanics of Coaching 47 CHAPTER 3: MANGING STAFF CHANGES 53 Dealing with Change 53 Reasons for Hiring 55 Right Fit 55 Fluctuating Economy 57 Variable Skill Levels 59 Loyalty and Commitment 59 Outsourcing 60 Personnel Expectations 61 The Hiring Process—Recruiting 64 The Hiring Process—Interviewing 72 General Competency 74 Job-Specific Competency 76 Interview Format 85 Active Listening 87 Selection Guidelines 88 CHAPTER 4: MANAGING PROJECTS 91 The Triple Constraints 92 The Project Team 94 Project Flow 94 Differentiating Operations from Projects 96 Initiating a Project 97 Planning a Project 109 Executing a Project 123 Completing a Project 130 Case Study 1: Moderate Complexity Project 132 Case Study 2: High-Risk Project 133 Section I Action Items 137 SECTION II: SENIOR MANAGEMENT SKILLS 139 CHAPTER 5: STRATEGIC THINKING 141 Why Managers Need to Think Strategically 141 A Strategic Frame of Reference 143 Elements of the Strategic Frame of Reference 145 Understanding the Operational Mission 149 The Anatomy of a Strategic Vision 153 Understanding Customer Sensitivities 153 Creating a Strategic Advantage 155 Making the Vision a Reality 159 CHAPTER 6: LEADERSHIP 163 Leadership Self-Assessment 164 Behavior of a Leader 167 Measures of Success 174 Leveraging Your Leadership Style 176 Leadership Image 181 Building Power and Influence 184 Assessment #1: Your Power Potential 185 Assessment #2: Your Power Profile 187 Assessment #3: Group Leadership Qualities 188 Influence 190 Enlightened Office Politics 192 Motivating Difficult People 202 The Staller 202 The Emotional Hothead 202 The Complainer 202 The Backstabber 203 Ms. or Mr. Perfect 203 Section II Action Items 208 Appendix A: Self-Assessment on Comfort Level with Delegation 211 Appendix B: Coaching Planning Worksheet 213 Appendix C: Project Management Planning Template 215 Glossary 219 Index 223
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