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Truth About Managing People...And Nothing But the Truth, The

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Truth About Managing People...And Nothing But the Truth, The

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Description

  • Copyright 2002
  • Dimensions: S
  • Pages: 240
  • Edition: 1st
  • Book
  • ISBN-10: 0-13-066927-X
  • ISBN-13: 978-0-13-066927-8

In The Truth About Managing People, one of the world's leading management experts distills today's most important management research into over 60 proven "truths" you can use right now! Stephen P. Robbins rips away the hype, fads, and clich¿s that keep managers from seeing reality, delivering no-holds barred advice for hiring, motivation, leadership, communication, team-building, change and conflict management, performance evaluation, and much more.

Sample Content

Table of Contents



Preface.

I. THE TRUTH ABOUT HIRING.

Truth 1. Forget Traits; It's Behavior That Counts.
Truth 2. Realistic Job Previews: What You See Is What You Get.
Truth 3. Tips for Improving Employee Interviews.
Truth 4. Want Pleasant Employees? It's in the Genes!
Truth 5. Good Citizenship Counts!
Truth 6. Brains Matter; or When in Doubt, Hire Smart People.
Truth 7. Don't Count Too Much on Reference Checks.
Truth 8. When in Doubt, Hire Conscientious People!
Truth 9. Hire People Who Fit Your Culture: My “Good Employee” Is Your Stinker!
Truth 10. Match Personalities and Jobs.
Truth 11. Manage the Socialization of New Employees.

II. THE TRUTH ABOUT MOTIVATION.

Truth 12. Why Many Workers Aren't Motivated at Work Today.
Truth 13. Happy Workers Aren't Necessarily Productive Workers!
Truth 14. Workforce Generations and Values.
Truth 15. Telling Employees to “Do Your Best” Isn't Likely to Achieve Their Best.
Truth 16. Not Everyone Wants to Participate in Setting Their Goals.
Truth 17. Professional Workers Go for the Flow.
Truth 18. Watch Out for Cyberloafing!
Truth 19. When Giving Feedback: Criticize Behaviors, Not People.
Truth 20. You Get What You Reward.
Truth 21. It's All Relative!
Truth 22. Recognition Motivates (and It Costs Very Little!).
Truth 23. Ways to Motivate Low-Skill, Low-Pay Employees.
Truth 24. There's More to High Employee Performance Than Just Motivation.

III. THE TRUTH ABOUT LEADERSHIP.

Truth 25. The Essence of Leadership is Trust.
Truth 26. Experience Counts! Wrong!
Truth 27. Most People THINK They Know What Good Leaders Look Like.
Truth 28. Effective Leaders Know How to Frame Issues.
Truth 29. You Get What You Expect.
Truth 30. Great Followers Make Great Leaders.
Truth 31. Charisma Can Be Learned.
Truth 32. Make Others Dependent on You.
Truth 33. There's No Ideal Leadership Style.
Truth 34. Adjust Your Leadership Style for Cultural Differences or When in Rome….
Truth 35. When Leadership ISN'T Important.

IV. THE TRUTH ABOUT COMMUNICATION.

Truth 36. Hearing Isn't Listening.
Truth 37. Choose the Right Communication Channel.
Truth 38. Listen to the Grapevine.
Truth 39. Men and Women DO Communicate Differently.
Truth 40. What You Do Overpowers What You Say.
Truth 41. The Case for Open-Book Management.

V. THE TRUTH ABOUT BUILDING TEAMS.

Truth 42. What We Know That Makes Teams Work.
Truth 43. 2 + 2 Doesn't Necessarily Equal 4.
Truth 44. We're Not All Equal: Status Matters!
Truth 45. Not Everyone Is Team Material.

VI. THE TRUTH ABOUT MANAGING CONFLICTS.

Truth 46. The Case FOR Conflict.
Truth 47. Poor Communication Isn't the Source of Most Conflicts.
Truth 48. Beware of Groupthink.
Truth 49. How to Reduce Work-Life Conflicts.

VII. THE TRUTH ABOUT DESIGNING JOBS.

Truth 50. There's No Such Thing as a “Good Job”.
Truth 51. Not Everyone Wants a Challenging Job.
Truth 52. Four Job-Design Actions That Will Make Employees More Productive.

VIII. THE TRUTH ABOUT PERFORMANCE EVALUATION.

Truth 53. Annual Reviews: The Best Surprise Is NO Surprise!
Truth 54. Don't Blame Me! The Role of Self-Serving Bias.
Truth 55. The Case for 360-Degree Feedback Appraisals: More IS Better!

IX. THE TRUTH ABOUT COPING WITH CHANGE.

Truth 56. Most People Resist Any Change That Doesn't Jingle in Their Pockets!
Truth 57. You CAN Teach an Old Dog New Tricks.
Truth 58. Use Participation to Reduce Resistance to Change.
Truth 59. Layoffs Are as Tough on Survivors as Those Who Get Laid Off.

X. SOME FINAL THOUGHTS ABOUT MANAGING BEHAVIOR.

Truth 60. I'll See It When I Believe It.
Truth 61. First Impressions DO Count!
Truth 62. People Aren't Completely Rational: Don't Ignore Emotions!
Truth 63. Beware of the Quick Fix.
References.

Preface

Preface

Managers are bombarded with advice from consultants, professors, business journalists, and assorted management "gurus" on how to manage their employees. A lot of this advice is well thought out and valuable. Much of it, however, is a gross generalization, ambiguous, inconsistent, or superficial. Some of it is even just downright wrong. Regardless of the quality, there doesn't seem to be any slowdown in the outpouring of this advice. Quite to the contrary. Books on business and management have replaced sex, self-help, and weight loss as topics on many nonfiction best-sellers lists.

I've been teaching and writing about managing people at work for 30 years. As part of my writing efforts, I have read upwards of 25,000 research studies on human behavior. While my practitioner friends are often quick to criticize research and theory-testing, this research has provided us with innumerable insights into human behavior. Unfortunately, to date there has been no short, concise summary of behavioral research that cuts through the jargon to give managers the truth about what works and doesn't work when it comes to managing people at work. Well, this is no longer true. This book has been written to fill that void.

I've organized this book around key, human-behavior-related problem areas that managers face: hiring, motivation, leadership, communication, team building, conflict management, job design, evaluating performance, and coping with change. Within each problem area, I've identified a select set of topics that are relevant to managers and where there is substantial research evidence to draw upon. In addition, I've included suggestions to help readers apply this information to improve their managerial effectiveness. And at the back of the book, I've listed references upon which the chapters are based.

Who was this book written for? Practicing managers and those aspiring to a management position—from CEOs to supervisor wannabes. I wrote it because I believe you shouldn't have to read through detailed textbooks in human resources or organizational behavior to learn the truth about managing people at work. Nor should you have to attend an executive development course at a prestigious university to get the straight facts. What you get from this book, of course, will depend on your current knowledge about organizational behavior. Recent MBAs, for instance, will find this book to be a concise summary of the evidence they spent many months studying. For individuals who haven't kept current with research in organizational behavior or for those with little formal academic training, this book should provide a wealth of new insights into managing people at work.

You'll find each of the 63 topics in this book is given its own short chapter. And each chapter is essentially independent from the others. You can read them in any order you desire. Best of all, you needn't tackle this book in one sitting. It's been designed for multiple "quick reads." Read a few chapters, put it down, then pick it up again at a later date. There's no continuous story line that has to be maintained.

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