Wednesday, January 24, 2007
"Behind the closed doors " Johanna Rothman
" It is worth learning how to be a great manager - both in human and in economic costs. Because managers amplify the work of others, the human costs of bad management can be even higher than the economic costs.
One of the reasons , good management is so hard to learn is that, much of management takes place behind closed doors. Generally speaking, you can observe only the public behavios of managers. Some people think management is all about the people, and some people think it is all about the tasks.
But great management is about leading and developing people and managing tasks. If you want to lead people, you need to know them ; and their unique strengths, aspirations, and patterns of behavious. If you want to manage work, you need to see what people are doing and understand how it fits into the context of the group's mission.
You ned ot learn three things when you enter a new organisation or job : who the people are - their strengths and interests - and what they are working on : the stated mission of the group and how the group provides value ; how your group fits into the largetr organisation.
It would be great to learn this information on your first day and in nice neat boxes. But it doesn't work that way. the information will emerge and coalesce as you uncover information and perform management wok. Start with the people first in order to build trust and lay the foundation for cohesive team. "
Johanna Rothman's book page on amazon is here.
It got 4.5 rating.
Book Description : BEhind the closed doors :
---------------------------------------------
Book Description
Great management is difficult to see as it occurs. It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.
You can learn to be a better manager---even a great manager---with this guide. You'll follow along as Sam, a manager just brought on board, learns the ropes and deals with his new team over the course of his first eight weeks on the job. From scheduling and managing resources to helping team members grow and prosper, you'll be there as Sam makes it happen. You'll find powerful tips covering:
Delegating effectively
Using feedback and goal-setting
Developing influence
Handling one-on-one meetings
Coaching and mentoring
Deciding what work to do---and what not to do
...and more.
Full of tips and practical advice on the most important aspects of management, this is one of those books that can make a lasting and immediate impact on your career.
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Another book, " Hiring the best knowledge workers " has got 5 star rating, link
here. A review :
"I found this book on the author's web site, and I must say that I am glad that I did. My department's hiring practices were in need of overhauling, and this book served as great guide. Readers will find a description of the hiring process that really mirrors software development itself.
The book begins with an overview of the hiring process, and then it looks at the various stages in detail. A hiring process should begin with an analysis of the job for the position you are trying to fill. Then you design a job description, ads, and interview questions. Next you implement the interivew questions with phone screens and on site interviews. Finally you extend offers and bring candidates in for their first day. All along the way, you evaluate what you are doing and let new information feedback into the previous steps. It really follows the pattern of iterative software development. As a bonus, the author provides templates for forms that you can use along the way during the process.
I recommend this book to anyone who is faced with implementing a hiring policy that they don't understand or who feels unprepared for the process. I found it to be quite helpful."
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One of the reasons , good management is so hard to learn is that, much of management takes place behind closed doors. Generally speaking, you can observe only the public behavios of managers. Some people think management is all about the people, and some people think it is all about the tasks.
But great management is about leading and developing people and managing tasks. If you want to lead people, you need to know them ; and their unique strengths, aspirations, and patterns of behavious. If you want to manage work, you need to see what people are doing and understand how it fits into the context of the group's mission.
You ned ot learn three things when you enter a new organisation or job : who the people are - their strengths and interests - and what they are working on : the stated mission of the group and how the group provides value ; how your group fits into the largetr organisation.
It would be great to learn this information on your first day and in nice neat boxes. But it doesn't work that way. the information will emerge and coalesce as you uncover information and perform management wok. Start with the people first in order to build trust and lay the foundation for cohesive team. "
Johanna Rothman's book page on amazon is here.
It got 4.5 rating.
Book Description : BEhind the closed doors :
---------------------------------------------
Book Description
Great management is difficult to see as it occurs. It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.
You can learn to be a better manager---even a great manager---with this guide. You'll follow along as Sam, a manager just brought on board, learns the ropes and deals with his new team over the course of his first eight weeks on the job. From scheduling and managing resources to helping team members grow and prosper, you'll be there as Sam makes it happen. You'll find powerful tips covering:
Delegating effectively
Using feedback and goal-setting
Developing influence
Handling one-on-one meetings
Coaching and mentoring
Deciding what work to do---and what not to do
...and more.
Full of tips and practical advice on the most important aspects of management, this is one of those books that can make a lasting and immediate impact on your career.
---------------------------------------------------------------------------------
Another book, " Hiring the best knowledge workers " has got 5 star rating, link
here. A review :
"I found this book on the author's web site, and I must say that I am glad that I did. My department's hiring practices were in need of overhauling, and this book served as great guide. Readers will find a description of the hiring process that really mirrors software development itself.
The book begins with an overview of the hiring process, and then it looks at the various stages in detail. A hiring process should begin with an analysis of the job for the position you are trying to fill. Then you design a job description, ads, and interview questions. Next you implement the interivew questions with phone screens and on site interviews. Finally you extend offers and bring candidates in for their first day. All along the way, you evaluate what you are doing and let new information feedback into the previous steps. It really follows the pattern of iterative software development. As a bonus, the author provides templates for forms that you can use along the way during the process.
I recommend this book to anyone who is faced with implementing a hiring policy that they don't understand or who feels unprepared for the process. I found it to be quite helpful."
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