The Truth About Managing People, 2/e
Honest, concise and to the point, The Truth About Managing People cuts to the very core of what you need to know to help you get it right every time.
Whether it’s recruiting, evaluating performance, resolving difficult conflicts or simply brushing up on your skills, leading management expert Stephen P. Robbins dispels all the myths to give you just the truth – plain and simple.
Fifty-three short, sharp truths answer the important questions faced by every manager and will give you all the vital tips, tricks and advice you’ll wish somebody had told you earlier.
Overcome the killer problems faced by every manager – whether people, process or procedural
Successfully recruit, inspire and motivate – no matter what your level or experience
Communicate effectively, improve performance and get results
Table of Content
Part I The Truth About Hiring
- Forget traits; it’s behavior that counts
- Realistic job previews: what you see is what you get
- Tips for improving employee interviews
- Brains matter; or when in doubt, hire smart people
- Don’t count too much on reference checks
- When in doubt, hire conscientious people!
- Hire people who fit your culture: my “good employee” is your stinker!
- Manage the socialization of new employees
Part II The Truth About Motivation
- Why many workers aren’t motivated at work today
- Happy workers aren’t necessarily productive workers!
- Telling employees to do their best isn’t likely to achieve their best
- Not everyone wants to participate in setting their goals
- Professional workers go for the flow
- When giving feedback: criticize behaviors, not people
- You get what you reward
- It’s all relative!
- Ways to motivate low-skill, low-pay employees
- There’s more to high employee performance than just motivation
Part III The Truth About Leadership
- The essence of leadership is trust
- Experience counts! Wrong!
- Most people think they know what good leaders look like
- Effective leaders know how to frame issues
- You get what you expect
- Charisma can be learned
- Make others dependent on you
- Adjust your leadership style for cultural differences, or when in Rome…
- When leadership isn’t important
Part IV The Truth About Communication
- Hearing isn’t listening
- Choose the right communication channel
- Listen to the grapevine
- Men and women do communicate differently
- What you do overpowers what you say
Part V The Truth About Building Teams
- What we know that makes teams work
- 2 + 2 doesn’t necessarily equal 4
- One bad apple spoils the barrel
- We’re not all equal: status matters!
- Not everyone is team material
Part VI The Truth About Managing Conflicts
- The case for conflict
- Beware of groupthink
- How to reduce work-life conflicts
- Negotiating isn’t about winning and losing
Part VII The Truth About Designing Jobs
- Not everyone wants a challenging job
- Four job-design actions that will make employees more productive
Part VIII The Truth About Performance Evaluation
- Annual reviews: the best surprise is no surprise!
- Don’t blame me! The role of self-serving bias
- The case for 360-degree feedback appraisals: more is better!
Part IX The Truth About Coping with Change
- Most people resist any change that doesn’t jingle in their pockets!
- You can teach an old dog new tricks
- Use participation to reduce resistance to change
Part X Some Final Thoughts About Managing Behavior
- First impressions do count!
- People aren’t completely rational: don’t ignore emotions!
- Employee turnover can be a good thing
- Beware of the quick fix
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