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What It Takes to Be a Manager | |
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Don't Boss--Lead | |
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The True Leader | |
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The Changing Function of Leaders | |
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The Thirteen Qualities of Truly Great Leaders | |
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Make Your Commitment to Be a Leader | |
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Managing in the Twenty-First Century | |
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What's Going On? | |
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Teams: One Way to Encourage Participation | |
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Molding Your Ragtag Group into a Team | |
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When the Company Downsizes | |
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Get to Work | |
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Don't Believe Everything Your Old Boss Taught You | |
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Become a Modern Manager | |
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"It Ain't Necessarily So" | |
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The Golden Rule? Try the Platinum Rule | |
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There's More to Management Than the Bottom Line | |
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Consider the Long-Term Effects | |
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Plotting the Course | |
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Calibrating Your Compass | |
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Build in Flexibility | |
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Selling the Goals to Your Staff | |
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SOPs: The Company Bible | |
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Planning, Planning, Who'll Do the Planning? | |
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The Art of Planning | |
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Converting Plans into Action | |
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Planning for Daily Activities | |
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Scheduling Projects | |
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Enough of This Preparation--Let's Get It Done! | |
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Where's the Dough? | |
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Lining Up Your Tools | |
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Information: The Golden Key to Accomplishment | |
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How to Talk the Talk | |
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Communicating Made Easy | |
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What You Say | |
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How You Say It | |
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Are You Really Listening? | |
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Barriers to Clear Communication | |
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Making Meetings More Meaningful | |
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Conferences, Conventions, and Retreats | |
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Getting the Most out of Conventions or Conferences | |
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Get Your Staff into the Act | |
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Don't Hesitate--Delegate! | |
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Putting Delegation to Work | |
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Following Labor and Equal Employment Laws | |
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What the Laws Require | |
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The Civil Rights Act of 1964 | |
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The Age Discrimination in Employment Act of 1967 (ADEA) | |
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The Americans with Disabilities Act (ADA) | |
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Things I'd Like to Know, but Can't Ask | |
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Ouch! What Happens When You Violate the EEO Laws? | |
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Sexual Harassment on the Job | |
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Sex Harassment Is a Big Buck Offense | |
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What Exactly Is Sexual Harassment? | |
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Dating, Romance, and Marriage on the Job | |
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Intra-Marriage | |
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Sex Harassment by Others | |
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Ten Steps to Preventing Sexual Harassment Charges | |
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More on Labor Laws | |
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Working with a Multicultural Workforce | |
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The Immigration Reform and Control Act of 1986 | |
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Dress Codes--Yes or No? | |
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Thank You for Not Smoking | |
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Religion in the Workplace | |
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Affirmative Action | |
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The Wage and Hour Laws | |
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Equal Pay Act | |
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The National Labor Relations Act | |
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Laws on Safety and Health | |
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Time Off for Personal Needs | |
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Staffing Your Organization | |
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Twenty-Five Hiring Mistakes That Managers Make | |
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Getting Started All Wrong | |
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Using Regrettable Recruiting Resources | |
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Screening Fiascos | |
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Decision-Making Goofs | |
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Losing Good Applicants | |
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Writing Realistic Job Specs | |
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Creating a Good Job Description | |
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When Refilling a Position | |
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When It's a Brand New Position | |
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What You Seek in a Candidate | |
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What Do I Have to Pay to Get the Person I Need? | |
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Finding Top-Quality People | |
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Your Best Bet May Be Close By | |
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Finding the Right Candidate from Within the Company | |
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Using Current Employees as a Recruiting Source | |
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Using Outside Sources | |
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Using Temps | |
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The Internet as a Source for Personnel | |
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Using Internet Referral Services | |
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Recruiting During Periods of Layoffs | |
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Screening Candidates | |
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The First Step: Screening the Resumes | |
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The Application Form | |
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Application Clauses to Protect You | |
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The Telephone Screening Interview | |
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It's Show Time | |
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The Structured Interview | |
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Getting Started | |
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Giving Information to the Applicant | |
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Closing the Interview | |
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Remembering the Applicant | |
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Who Should I Hire? | |
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Multiple Interviews | |
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When You Work in Teams | |
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Employment Tests: A Panacea or a Waste of Time? | |
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Making Meaningful Reference Checks | |
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Determining Whether an Applicant Can Do the Job | |
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Choosing Among Several Top-Level Applicants | |
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Avoiding Decision-Making Blunders | |
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Making the Offer | |
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Overcoming Obstacles | |
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Congratulations--You Made an Offer! | |
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Laying the Groundwork for Superior Performance | |
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Getting Started on the Right Foot | |
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The First Critical Days | |
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On-Boarding | |
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The Training Process | |
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The Four Cs of Skill Training | |
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Who Should Do the Training? | |
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Training Tools and Techniques | |
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Cross-Training | |
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Preparing for Advancement | |
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Mentor, Mentor--Where Is My Mentor? | |
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Laying the Foundation for Self-Training | |
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Developing an Excited and Enthusiastic Staff | |
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Different Strokes for Different Folks | |
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Making Your Team Self-Motivating | |
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Making the Transition from Boss to Team Leader | |
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When Your Company Doesn't Use Teams | |
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Building Motivation into the Job | |
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Twenty-One Motivators That Really Work Well | |
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Avoid Negative Motivation | |
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Career-Pathing: A Motivator for the Ambitious | |
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Does Money Motivate? | |
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Motivators vs. Satisfiers | |
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Benefits: Motivators or Satisfiers? | |
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Raises, Cost-of-Living Increases, and Other Adjustments | |
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Old and New Incentive Pay Programs | |
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Incentive Plans That Work | |
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Perks: The Extras That Add Up | |
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Telecommuting | |
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Work/Life Programs | |
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Let Them Know You Love Them | |
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People Crave Recognition | |
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Five Tips for Effective Praise | |
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Give Them Something They Can Keep | |
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Creating Recognition Programs That Work | |
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Motivating the Unmotivated | |
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Motivating Off-Site Employees | |
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Motivating People Under Unfavorable Circumstances | |
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When the Pressure Is On | |
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When Wages Freeze | |
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Retaining Good People | |
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Keep Alert to Reasons for Turnover | |
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The Chief Reasons People Quit | |
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Preventive Maintenance | |
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Dealing With Employee Problems on the Job | |
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Making Performance Reviews More Meaningful | |
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Setting Performance Standards | |
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Choosing the Best System for You | |
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Check the Box: The Trait-Based System | |
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Measuring Results: A More Meaningful System | |
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Collaborative Evaluation | |
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The Nuts and Bolts of the Appraisal Interview | |
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The 360[degree] Assessment | |
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Turning the Tables: When Your Boss Reviews Your Performance | |
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Dealing With Problem Employees | |
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Building Up Low Self-Esteem | |
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Dealing With Sensitive Sam, Temperamental Terry, Negative Nell, and Others | |
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Addressing Stress and Burnout | |
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Dealing with Alcohol and Drug Problems | |
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HIV/AIDS in the Workplace | |
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"It's Not My Staff--It's My Perrs" | |
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Dealing With the Boss's Relatives | |
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Workplace Violence--A Growing Menace | |
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The Manager as a Counselor | |
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Handling Gripes and Grievances | |
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Resolving Conflicts Within Your Group | |
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"I'm Not Dear Abby" | |
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Knowing What to Do When Talking Doesn't Help | |
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Employee Assistance Programs (EAPs) | |
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The End of the Line | |
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Doling Out Discipline | |
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Progressive Discipline | |
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The Reprimand: An Informal Warning | |
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Conducting a Disciplinary Interview | |
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Putting Employees on Probation | |
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Suspension: The First Real Punishment | |
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Termination: The Final Step | |
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How to Fire an Employee Legally and Tactfully | |
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The End of the Line in Progressive Discipline | |
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Careful: Watch Your Words! | |
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It's Show Time! | |
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Spontaneous Termination: When You Fire Someone Without Progressive Discipline | |
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You Can't Fire Me--I Quit! | |
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Employment at Will | |
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Separations, Layoffs, and Downsizing | |
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What to Do When Employees Give Notice | |
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Furloughs: Short-Term Layoffs | |
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Downsizing: The Permanent Layoff | |
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Appendixes | |
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Words to Work By: A Glossary | |
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Pertinent Publications and Professional Associations | |
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Index | |