Monday, December 12, 2005
These are the fundaas for the ' first time manager', who has to handle other people , for the first time in his / her career.
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THE FIRST-TIME MANAGER
Loren B.Belker
If there is one area that many new managers blunder into, it is the use of authority. If is the idea that because you now have the authority of management, you must start using it – and you must use and display it in a big way. It may be the biggest mistake that new managers make.
View the authority of the new position as you would a storehouse of supplies. The fewer times you take supplies from the store house, the greater is the supply that remains there for where it is really needed.
If you don’t go to the storehouse of authority too often, the authority you may have to use in an emergency is more effective because it is infrequently displayed. The people you supervise know that, the request you make carries the authority of the position. The vast majority of the time, it is unnecessary to use that authority.
There is a term in the creative arts called understatement. For the most part, it means that what is left unsaid may be as important as what is said. This is true with the use of authority. A direction given as a request is a managerial type of understatement. If the response is not forthcoming, you can always clarify or add a bit of authority. On the other hand, if you use all your authority to achieve a task and then discover by the reaction that you have used too much, the damage is done. It is difficult , if not impossible to de-escalate the overuse of that authority.
AMAZON REVIEW :
This book should be required reading for all new managers, for all managers who were poorly trained or not trained at all, and for senior managers who think they don't need to go back to the basics, at least once every five years. New managers often do not have the luxury of leisure. Consequently, many will not take the time to read a book. It appears the author is aware of this by breaking the book into simple easy-to-read sections, seldom more than two pages in length. The reader can open the book at any topic and begin reading. Both busy people and those that just want to use the book as a reference will appreciate this
fULL amazon link on the book, with reviews at :
http://www.amazon.com/gp/product/0814458602/qid=1134399580/sr=1-1/ref=sr_1_1/002-9729598-9246462?s=books&v=glance&n=283155
-----------------------------------------------------------------------------------------------
THE FIRST-TIME MANAGER
Loren B.Belker
If there is one area that many new managers blunder into, it is the use of authority. If is the idea that because you now have the authority of management, you must start using it – and you must use and display it in a big way. It may be the biggest mistake that new managers make.
View the authority of the new position as you would a storehouse of supplies. The fewer times you take supplies from the store house, the greater is the supply that remains there for where it is really needed.
If you don’t go to the storehouse of authority too often, the authority you may have to use in an emergency is more effective because it is infrequently displayed. The people you supervise know that, the request you make carries the authority of the position. The vast majority of the time, it is unnecessary to use that authority.
There is a term in the creative arts called understatement. For the most part, it means that what is left unsaid may be as important as what is said. This is true with the use of authority. A direction given as a request is a managerial type of understatement. If the response is not forthcoming, you can always clarify or add a bit of authority. On the other hand, if you use all your authority to achieve a task and then discover by the reaction that you have used too much, the damage is done. It is difficult , if not impossible to de-escalate the overuse of that authority.
AMAZON REVIEW :
This book should be required reading for all new managers, for all managers who were poorly trained or not trained at all, and for senior managers who think they don't need to go back to the basics, at least once every five years. New managers often do not have the luxury of leisure. Consequently, many will not take the time to read a book. It appears the author is aware of this by breaking the book into simple easy-to-read sections, seldom more than two pages in length. The reader can open the book at any topic and begin reading. Both busy people and those that just want to use the book as a reference will appreciate this
fULL amazon link on the book, with reviews at :
http://www.amazon.com/gp/product/0814458602/qid=1134399580/sr=1-1/ref=sr_1_1/002-9729598-9246462?s=books&v=glance&n=283155
