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More copies of this ISBNThis title in other editionsBecoming a Manager: How New Managers Master the Challenges of Leadershipby Linda A Hill
Synopses & ReviewsPublisher Comments:IN BECOMING A Manager, Linda Hill traces the experiences of nineteen new managers over the course of their first year in a managerial role. Through compelling personal interviews, she reveals the difficulties in transitioning from employee to manager, and offers concrete, practical suggestions companies can use to help managers survive that first critical year and become effective contributors to the organization. A timeless look at a pervasive challenge, this is a business classic not to be missed. Book News Annotation:This guide for novice managers analyzes the experiences of 19
beginning managers, emphasizing their new understandings of
leadership, strategies for coping with stress, and creation of new
identities. Hill (business administration, Harvard Business School)
offers advice on dealing with organizational politics, team building,
and preparations for leadership.
Annotation ©2004 Book News, Inc., Portland, OR (booknews.com) Synopsis:Updated with new insights and context, this text shows new managers how to master the challenges of leadership. Topics include: learning what it means to be a manager; developing interpersonal judgment; confronting the personal side of management; and dispellng the myths of management. Synopsis:New managers must learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many fail to make. This book traces the experiences of nineteen new managers over the course of their first year in a managerial capacity. Reveals the complexity of the transition and analyzes the expectations of the managers, their subordinates, and their superiors. New managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective work relationships, how and when they used individual and organizational resources, and how they learned to cope with the inevitable stresses of the transformation. They describe what it was like to take on a new identity. Two themes emerge: first the transition from individual contributor to manager is a profound psychological adjustment--a transformation; second, the process of becoming a manager is primarily one of learning from experience. Through trial and error, observation and interpretation, the new managers learned what it took to become effective business leaders. Synopsis:Includes bibliographical references (p. 387-410) and index.
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