The Manager's Guide for Effective Leadership: A Self Training Guide for Building Superior Organizations - Softcover

Jenney, Joe

Softcover

ISBN 10: 1449000673 ISBN 13: 9781449000677

Verlag: AuthorHouse, 2009

Inhaltsangabe

The Manager's Guide for Effective Leadership is a self study course in leadership for managers and workers who wish to prepare themselves for management. It addresses motivating people and improving processes; needs common to every type of organization. The book is based on the author's more than 35 years of leadership experience and training by leading management experts. It combines teaching leadership principles with exercises that enable students to apply the principles to their specific organization and to develop personal leadership action plans to guide building superior organizations. The book is a guide to becoming an effective leader. It complements leadership books by others that teach leadership behavior. It teaches how to apply this behavior to the student's organization. Typical leadership books focus on motivating people. This book addresses both motivating people and improving the processes people use in their work. This is crucial because it is through empowering workers to control and improve their work processes that the highest level of worker motivation is achieved and the most effective organization is developed. If you learn this material, do the exercises, the necessary outside reading and put these methods into practice you can expect to see 20 to 30% or more improvement in the effectiveness of your organization. You will see improved job satisfaction for you and your workers. Your workers will take control of their jobs freeing you from daily crisis management and enabling you to lead your organization in achieving strategic goals. This is a strong claim. The author makes it because he has made it happen and there are sound practical reasons why it works.

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The Manager's Guide for Effective Leadership

A Self Training Guide for Building Superior Organizations By Joe Jenney

AuthorHouse

Copyright © 2009 Joe Jenney
All right reserved.
ISBN: 978-1-4490-0067-7

Contents

Preface..........................................................................................xiPart I Leadership for Motivating People..........................................................11. Introduction.................................................................................32. What is Effective Leadership.................................................................93. Management Strategies........................................................................174. Additional Background on Management Principles and Functions of Managers.....................255. Motivating People for Organizational Effectiveness...........................................336. Maslow's Theory of Needs.....................................................................377. The Theory Z Manager.........................................................................538. Evolution of the Manager's Job...............................................................599. Understanding Knowledge Workers..............................................................6310. Review and Effective Action Planning.........................................................6911. Teamwork.....................................................................................7512. Effective Listening..........................................................................8313. Fear in the Workplace........................................................................8714. Managing without Inducing Fear...............................................................9715. Effective Organizational Polices.............................................................10116. Fear of Knowledge and Fear of Change.........................................................10717. Developing a World Class Organization........................................................11518. Matching People to Jobs......................................................................12519. Managing the Manager's Time..................................................................13120. Eliminate Time Wasters.......................................................................14321. Managing Meetings............................................................................15322. Identify work that can be done better by others..............................................171Part II Leadership for Process Improvement.......................................................18323. Introduction to Control and Process Improvement..............................................18524. Risk Management..............................................................................19525. Overview of Theory of Constraints............................................................20926. Introduction to Variation....................................................................21527. Managing in the Presence of Variation........................................................22528. Example Process Improvement Methods..........................................................23929. Leading the Team.............................................................................25730. Finish and Implement Your Action Plan........................................................267Bibliography.....................................................................................271Supplemental Reading.............................................................................275Index............................................................................................277

Chapter One

Introduction

This introduction describes how the course material is structured for individual study, suggests an approach to studying the material and lists definitions of key terms used in the course.

How Does This Course Work?

The course material is presented in a series of lectures with exercises accompanying most lectures. The student is to study each lecture and complete the exercises at the end of the lecture or included within the body of the lecture. In many cases the exercises are specific to the student's work so no answers are provided. The benefit is from the student thinking about how to apply the principles and methods discussed in the student's organization. In other cases the exercises are more general and discussion of the results is included in the lecture materials.

The lectures are short, typically taking no more than 10 to 20 minutes of study per topic. It is expected that the student spend at least an equivalent amount of time on the accompanying exercises. The reason for keeping the lectures short is recognition that the students are fully loaded workers or managers and can spare only a brief time each day for self study. In addition to the lectures and exercises the student must read supplemental materials. In some cases this is to fill in knowledge that is assumed to be known and other cases it is to expand on the lecture materials. Implementing the methods taught begins early in the course with the student developing and applying a personal action plan.

The personal action plan is developed by the student as the student progresses through the course. The typical sequence is to study a lecture and any necessary additional sources for the lecture, work the exercises for the lecture and then think through how the material should be applied to the student's organization and management processes. From this analysis actions are defined and then practiced and refined until the actions are part of the student's normal behavior and organizational changes are complete. Step by step direction is given for developing the personal action plan.

Course Outline and Structure

There is logic to the organization of the course material that is not evident from the Table of Contents. It is helpful for students to know this structure before starting to study to better understand what is covered and to plan their study. Students new to management are advised to work through all the lectures in sequence. More experienced managers may want to skim introductory material and concentrate on topics that address known problems in their organization.

The three lectures following this introduction discuss some of the basics of selected management strategies and the functions that managers perform in their daily work. Lectures 5-16 address a critical job of effective leaders; motivating the people in their organization. Lectures 17-22 examine the management functions of staffing and communicating. Lectures 23-28 address portions of the control function that are common to all organizations; risk management and process improvement. Lecture 29 provides a proven methodology for planning change in an organization, which is the responsibility of the organization's leader. The course ends with guidance on completing and implementing the student's leadership action plan that is developed step by step during the course. Reviews of material covered are included periodically to facilitate learning.

I suggest that you plan your approach to this study before you start and stick to your plan. For example, select a time during the day when you can devote 20 to 40 minutes to the course work. It might be during your lunch break, the period between when you get home from work and you prepare or eat your evening meal, right after you eat or after your kids...

Details zur Ausgabe

• Verlag: AuthorHouse
• Erscheinungsdatum: 2009
• Sprache: Englisch
• ISBN 10: 1449000673
• ISBN 13: 9781449000677
• Einband: Taschenbuch
• Anzahl der Seiten: 304
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: gpsr@libri.de; gpsr@libri.de; ; Europaallee 1; Bad Hersfeld; 36244; Deutschland