Becoming a Master Manager is appropriate for management and organizational behavior courses that emphasize critical management skills that yield sound organizational results.
Developed from both theory and empirical evidence, the text provides a compelling case for why managerial and leadership competencies are essential for employee engagement, effective communication, and sustainable organizational success.
The competing values framework offers future managers a foundation for analyzing, understanding and executing the behavior that will achieve positive performance, productivity and profitability.
From Leadership and the One Minute Manager® you’ll learn why tailoring management styles to individual employees is so important; why knowing when to delegate, support, or direct is critical; and how to identify the leadership style suited to a particular person.
By consistently using Situational Leadership® II’s proven model and powerful techniques, leaders can develop and retain competent, committed employees. This remarkable, easy-to-follow book is a priceless guide to personalized leadership that elicits the best performance from your staff—and the best bottom line for any business.
What if we could speak Words of Life that transform those under our influence and ignite fires of intrinsic motivation? What if those we lead found great purpose in what they do and worked at their jobs with all their heart? Isn’t that what leaders, parents and teachers really want? Ultimately, don’t we hope to foster intrinsic motivation so that the individuals we lead become better employees, better students or better athletes? Recent discoveries of brain science and the wisdom of top CEO’s that Dr. Tim Irwin interviewed for this book give us the answers we’ve long sought.
In most organizations, the methods used to provide feedback to employees such as performance appraisal or multi-rater feedback systems, in fact, accomplish the exact opposite of what we intend. We inadvertently speak Words of Death. Brain science tells us that these methods tend to engage a natural “negativity bias” that is hardwired in us all.
Science in recent years discovered that affirmation sets in motion huge positive changes in the brain. It releases certain neuro chemicals associated with well-being and higher performance. Amazingly, criticism creates just the opposite neural reaction. The most primitive part of the brain goes into hyper defense mode, compromising our performance, torpedoing our motivation and limiting access to our higher-order strengths.How do we redirect employees who are out-of-line without engaging our natural “negativity bias?” Leaders must forever ban the term, “Constructive Criticism.” Brain science tells us that we can establish a connection between the employee’s work and his or her aspirations. This book calls for a new approach to align workers with an organization’s mission, strategy and goals, called Alliance Feedback.
Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingredient, companies cannot attract or retain top talent.
In this book, Hurley reveals a new model to measure and repair trust with colleagues managers and employees.Outlines a proven Decision to Trust Model (DTM) of ten factors that establish whether or not one party will trust the other Filled with original examples from Daimler, PriceWaterhouse Coopers, Goldman Sachs, Microsoft, QuikTrip, General Electric, Procter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foods, and Zappos Reveals how leaders in Asia, Europe, and North America have used the DTM to build high-trust organizations
Covering trust building in teams, across functions, within organizations and across national cultures, The Decision to Trust shows how any organization can improve trust and the bottom line.