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Stepping Up to Supervisor, Revised Edition
Synopses & Reviews
Like a mentor-on-call, this best-selling book brings a wealth of wisdom and information to the new supervisor. It's clearly organized into four logical parts that focus on the biggest concerns: understanding the basics of supervisory responsibilities, developing personal effectiveness, managing many personalities, and working with groups.
Helps new supervisors understand and develop their own personal effectiveness when working with individuals and groups.
Like a mentor-on-call, this best-selling book brings a wealth of wisdom and information to the new supervisor.
A wealth of information for new supervisors--developing personal effectiveness, working with individuals and groups, and planning for growth and development.
About the Author
Marion Haynes began his writing career 35 years ago. Today, he is a best-selling author with 10 books and 35 articles to his credit. He is well known for his work on management and supervisory practices and retirement and life planning. His work has sold over 750,000 copies in US printings and selected titles have been reprinted in 14 other countries. He retired from Shell Oil Company in 1991 after a 35-year career in human resource management. Following retirement, he joined Price Waterhouse where as part of a three-person team, he presented retirement planning seminars to Price Waterhouse clients across the US. Haynes served eight years on the board of directors of the International Society for Retirement Planning (ISRP), was president of the Society from 1991 to 1993, and has chaired the Editorial Board for the Societys journal and served on its newsletter board. Mr. Haynes received an MBA, with distinction, from New York University. Today he and his wife, Janice, live in Kerrville, Texas.
Table of Contents
Part I: Introduction Chapter 1: What's Different Now That You're Boss? Chapter 2: How to Be an Effective Supervisor Part II: Being Personally Effective Chapter 3: Establishing Your Authority Chapter 4: Communicating for Understanding Chapter 5: Asserting Yourself Chapter 6: Dealing with Conflict Chapter 7: Dealing with Stress Chapter 8: Planning Projects and Activities Chapter 9: Managing Your Time Chapter 10: Observing the Rules Part III: Working with Individuals Chapter 11: Working Through Others Chapter 12: Providing Feedback Chapter 13: Training Your Staff Chapter 14: Evaluating Performance Chapter 15: Reviewing Performance Chapter 16: Handling Performance Improvement Chapter 17: Handling Discipline Chapter 18: Handling Terminations Part IV: Working With Groups Chapter 19: Staffing Your Work Group Chapter 20: Organizing Your Work Group Chapter 21: Using the Talent in Your Group Chapter 22: Making Decisions that Get Results Chapter 23: Conducting Work-Group Meetings Chapter 24: Improving Productivity Chapter 25: Handling Group Member Complaints Chapter 26: Building an Effective Team Appendix: Planning for Growth and Development Form 1: Assessment and Development of Supervisory Skills Form 2: Action Planning for Work Group Improvement Form 3: Career Planning Guide
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