Complete Idiot's Guide to Managing People, 3E
by Pell, Ph.D., Arthur R.Edition: 3rd
Format: Paperback
Pub. Date: 2003-12-02
Publisher(s): DK Publishing, Inc.
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Summary
To new managers and leaders, getting the most and the best from employees is often one of the biggest challenges. One of the most popular topics in the business category today, "people management," is often confusing and difficult - with opportunities for missteps along the way. The Complete Idiot's GuideR to Managing People, Third Edition is the solution to a new manager's questions. In the fully updated revised edition, expert author Dr. Arthur Pell helps readers navigate these new seas - and find success! With solid coverage of leadership, team management, delegation, workload management, and reward/discipline systems, The Complete Idiot's GuideR to Managing People, Third Edition offers new and updated coverage on working with employees on goal and career management, downsizing and laying off employees, fully revised sexual harassment and EOE information, interviewing techniques, the critical new employee period, managing through negative times, and retaining good employees.
Author Biography
Arthur R. Pell, Ph.D., has written more than 40 books on management, career planning, and human relations and is a nationally known lecturer on HR management
Table of Contents
| What It Takes to Be a Manager | p. 1 |
| Don't Boss--Lead | p. 3 |
| The True Leader | p. 4 |
| The Changing Function of Leaders | p. 8 |
| The Thirteen Qualities of Truly Great Leaders | p. 8 |
| Make Your Commitment to Be a Leader | p. 13 |
| Managing in the Twenty-First Century | p. 15 |
| What's Going On? | p. 16 |
| Teams: One Way to Encourage Participation | p. 20 |
| Molding Your Ragtag Group into a Team | p. 20 |
| When the Company Downsizes | p. 21 |
| Get to Work | p. 22 |
| Don't Believe Everything Your Old Boss Taught You | p. 25 |
| Become a Modern Manager | p. 26 |
| "It Ain't Necessarily So" | p. 26 |
| The Golden Rule? Try the Platinum Rule | p. 30 |
| There's More to Management Than the Bottom Line | p. 30 |
| Consider the Long-Term Effects | p. 31 |
| Plotting the Course | p. 33 |
| Calibrating Your Compass | p. 34 |
| Build in Flexibility | p. 35 |
| Selling the Goals to Your Staff | p. 36 |
| SOPs: The Company Bible | p. 36 |
| Planning, Planning, Who'll Do the Planning? | p. 37 |
| The Art of Planning | p. 38 |
| Converting Plans into Action | p. 41 |
| Planning for Daily Activities | p. 41 |
| Scheduling Projects | p. 43 |
| Enough of This Preparation--Let's Get It Done! | p. 43 |
| Where's the Dough? | p. 43 |
| Lining Up Your Tools | p. 44 |
| Information: The Golden Key to Accomplishment | p. 45 |
| How to Talk the Talk | p. 47 |
| Communicating Made Easy | p. 49 |
| What You Say | p. 50 |
| How You Say It | p. 51 |
| Are You Really Listening? | p. 53 |
| Barriers to Clear Communication | p. 56 |
| Making Meetings More Meaningful | p. 59 |
| Conferences, Conventions, and Retreats | p. 62 |
| Getting the Most out of Conventions or Conferences | p. 63 |
| Get Your Staff into the Act | p. 67 |
| Don't Hesitate--Delegate! | p. 67 |
| Putting Delegation to Work | p. 71 |
| Following Labor and Equal Employment Laws | p. 75 |
| What the Laws Require | p. 77 |
| The Civil Rights Act of 1964 | p. 78 |
| The Age Discrimination in Employment Act of 1967 (ADEA) | p. 81 |
| The Americans with Disabilities Act (ADA) | p. 83 |
| Things I'd Like to Know, but Can't Ask | p. 85 |
| Ouch! What Happens When You Violate the EEO Laws? | p. 90 |
| Sexual Harassment on the Job | p. 93 |
| Sex Harassment Is a Big Buck Offense | p. 94 |
| What Exactly Is Sexual Harassment? | p. 95 |
| Dating, Romance, and Marriage on the Job | p. 97 |
| Intra-Marriage | p. 98 |
| Sex Harassment by Others | p. 99 |
| Ten Steps to Preventing Sexual Harassment Charges | p. 99 |
| More on Labor Laws | p. 101 |
| Working with a Multicultural Workforce | p. 101 |
| The Immigration Reform and Control Act of 1986 | p. 105 |
| Dress Codes--Yes or No? | p. 108 |
| Thank You for Not Smoking | p. 109 |
| Religion in the Workplace | p. 109 |
| Affirmative Action | p. 110 |
| The Wage and Hour Laws | p. 111 |
| Equal Pay Act | p. 112 |
| The National Labor Relations Act | p. 113 |
| Laws on Safety and Health | p. 114 |
| Time Off for Personal Needs | p. 115 |
| Staffing Your Organization | p. 119 |
| Twenty-Five Hiring Mistakes That Managers Make | p. 121 |
| Getting Started All Wrong | p. 122 |
| Using Regrettable Recruiting Resources | p. 125 |
| Screening Fiascos | p. 127 |
| Decision-Making Goofs | p. 131 |
| Losing Good Applicants | p. 134 |
| Writing Realistic Job Specs | p. 139 |
| Creating a Good Job Description | p. 140 |
| When Refilling a Position | p. 141 |
| When It's a Brand New Position | p. 141 |
| What You Seek in a Candidate | p. 145 |
| What Do I Have to Pay to Get the Person I Need? | p. 148 |
| Finding Top-Quality People | p. 151 |
| Your Best Bet May Be Close By | p. 152 |
| Finding the Right Candidate from Within the Company | p. 153 |
| Using Current Employees as a Recruiting Source | p. 156 |
| Using Outside Sources | p. 157 |
| Using Temps | p. 161 |
| The Internet as a Source for Personnel | p. 163 |
| Using Internet Referral Services | p. 163 |
| Recruiting During Periods of Layoffs | p. 163 |
| Screening Candidates | p. 165 |
| The First Step: Screening the Resumes | p. 165 |
| The Application Form | p. 167 |
| Application Clauses to Protect You | p. 170 |
| The Telephone Screening Interview | p. 172 |
| It's Show Time | p. 173 |
| The Structured Interview | p. 175 |
| Getting Started | p. 181 |
| Giving Information to the Applicant | p. 183 |
| Closing the Interview | p. 185 |
| Remembering the Applicant | p. 186 |
| Who Should I Hire? | p. 189 |
| Multiple Interviews | p. 190 |
| When You Work in Teams | p. 190 |
| Employment Tests: A Panacea or a Waste of Time? | p. 191 |
| Making Meaningful Reference Checks | p. 194 |
| Determining Whether an Applicant Can Do the Job | p. 196 |
| Choosing Among Several Top-Level Applicants | p. 198 |
| Avoiding Decision-Making Blunders | p. 199 |
| Making the Offer | p. 199 |
| Overcoming Obstacles | p. 201 |
| Congratulations--You Made an Offer! | p. 204 |
| Laying the Groundwork for Superior Performance | p. 207 |
| Getting Started on the Right Foot | p. 209 |
| The First Critical Days | p. 210 |
| On-Boarding | p. 210 |
| The Training Process | p. 214 |
| The Four Cs of Skill Training | p. 214 |
| Who Should Do the Training? | p. 215 |
| Training Tools and Techniques | p. 216 |
| Cross-Training | p. 220 |
| Preparing for Advancement | p. 221 |
| Mentor, Mentor--Where Is My Mentor? | p. 222 |
| Laying the Foundation for Self-Training | p. 224 |
| Developing an Excited and Enthusiastic Staff | p. 225 |
| Different Strokes for Different Folks | p. 226 |
| Making Your Team Self-Motivating | p. 227 |
| Making the Transition from Boss to Team Leader | p. 228 |
| When Your Company Doesn't Use Teams | p. 229 |
| Building Motivation into the Job | p. 230 |
| Twenty-One Motivators That Really Work Well | p. 232 |
| Avoid Negative Motivation | p. 233 |
| Career-Pathing: A Motivator for the Ambitious | p. 233 |
| Does Money Motivate? | p. 237 |
| Motivators vs. Satisfiers | p. 238 |
| Benefits: Motivators or Satisfiers? | p. 240 |
| Raises, Cost-of-Living Increases, and Other Adjustments | p. 241 |
| Old and New Incentive Pay Programs | p. 241 |
| Incentive Plans That Work | p. 244 |
| Perks: The Extras That Add Up | p. 246 |
| Telecommuting | p. 250 |
| Work/Life Programs | p. 253 |
| Let Them Know You Love Them | p. 257 |
| People Crave Recognition | p. 258 |
| Five Tips for Effective Praise | p. 261 |
| Give Them Something They Can Keep | p. 262 |
| Creating Recognition Programs That Work | p. 263 |
| Motivating the Unmotivated | p. 267 |
| Motivating Off-Site Employees | p. 268 |
| Motivating People Under Unfavorable Circumstances | p. 269 |
| When the Pressure Is On | p. 271 |
| When Wages Freeze | p. 272 |
| Retaining Good People | p. 273 |
| Keep Alert to Reasons for Turnover | p. 273 |
| The Chief Reasons People Quit | p. 274 |
| Preventive Maintenance | p. 284 |
| Dealing With Employee Problems on the Job | p. 285 |
| Making Performance Reviews More Meaningful | p. 287 |
| Setting Performance Standards | p. 288 |
| Choosing the Best System for You | p. 290 |
| Check the Box: The Trait-Based System | p. 290 |
| Measuring Results: A More Meaningful System | p. 293 |
| Collaborative Evaluation | p. 295 |
| The Nuts and Bolts of the Appraisal Interview | p. 297 |
| The 360[degree] Assessment | p. 301 |
| Turning the Tables: When Your Boss Reviews Your Performance | p. 302 |
| Dealing With Problem Employees | p. 305 |
| Building Up Low Self-Esteem | p. 306 |
| Dealing With Sensitive Sam, Temperamental Terry, Negative Nell, and Others | p. 308 |
| Addressing Stress and Burnout | p. 312 |
| Dealing with Alcohol and Drug Problems | p. 316 |
| HIV/AIDS in the Workplace | p. 318 |
| "It's Not My Staff--It's My Perrs" | p. 318 |
| Dealing With the Boss's Relatives | p. 319 |
| Workplace Violence--A Growing Menace | p. 321 |
| The Manager as a Counselor | p. 325 |
| Handling Gripes and Grievances | p. 326 |
| Resolving Conflicts Within Your Group | p. 330 |
| "I'm Not Dear Abby" | p. 333 |
| Knowing What to Do When Talking Doesn't Help | p. 334 |
| Employee Assistance Programs (EAPs) | p. 335 |
| The End of the Line | p. 339 |
| Doling Out Discipline | p. 341 |
| Progressive Discipline | p. 342 |
| The Reprimand: An Informal Warning | p. 342 |
| Conducting a Disciplinary Interview | p. 345 |
| Putting Employees on Probation | p. 350 |
| Suspension: The First Real Punishment | p. 351 |
| Termination: The Final Step | p. 351 |
| How to Fire an Employee Legally and Tactfully | p. 353 |
| The End of the Line in Progressive Discipline | p. 354 |
| Careful: Watch Your Words! | p. 354 |
| It's Show Time! | p. 355 |
| Spontaneous Termination: When You Fire Someone Without Progressive Discipline | p. 358 |
| You Can't Fire Me--I Quit! | p. 359 |
| Employment at Will | p. 360 |
| Separations, Layoffs, and Downsizing | p. 363 |
| What to Do When Employees Give Notice | p. 364 |
| Furloughs: Short-Term Layoffs | p. 364 |
| Downsizing: The Permanent Layoff | p. 367 |
| Appendixes | |
| Words to Work By: A Glossary | p. 373 |
| Pertinent Publications and Professional Associations | p. 383 |
| Index | p. 387 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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