Skills for New Managers [Paperback]

Morey Stettner (Author)

Book Description

ISBN-10: 0071356185 | ISBN-13: 978-0071356183 | Publication Date: April 15, 2000 | Edition: 1

"Skills for New Managers" will include hands-on information on the following key topics: hiring new employees by asking the right questions; delegating work efficiently; dealing with the stress that comes with a management position; communicating effectively with your employees; and how to master mentoring, leadership, and coaching styles. These books will be rich in practical techniques and examples, and each book will supply specific answers to problems that managers will face throughout their careers. "Skills for New Managers" will detail specific techniques and strategies that managers can use to smooth their way into a management position, from hiring to delegating. The series will also continue its user-friendly, icon-rich format, which is designed to be easily digested for managers at all levels of the organizational hierarchy. Books in the series will also feature short, snappy chapters, bulleted lists, checklists and definition of terms as well as summaries at the end of every chapter.

Editorial Reviews

From the Back Cover

Skills for New Managers provides proven tips to handle everyday management situations­­all in a fast moving, easy-to-reference format.

Learning to manage is probably the most demanding, yet career-enhancing, on-the-job training you will ever have. Skills for New Managers will show you how to succeed and flourish as a manager. This succinct, highly focused model for effective management will help you master topics including:

• Hiring­­how to uncover and hire people who will shine and make you look good
• Criticism and discipline­­tips on how to carry out two of the most difficult, but essential, aspects of management
• Leadership­­strategies and behavior styles for mentoring, coaching, problem resolution, and more

Effective management skills can be learned. Skills for New Managers will give you everything you need to create your own management style, use that style to promote solid performance in your employees and take the next critical step in your climb up the career ladder.

About the Author

John Woods has been in publishing in numerous capacities for over 25 years. His career has evolved from working for publishers to working for himself. As the head of CWL Publishing Enterprises, he works with publishers to identify authors and work with those authors to develop various books, often also managing the production for the publisher. He has also become an author himself. As the packager, John will select authors, pending McGraw-Hill's approval of the choice, submit outlines of the manuscript for McGraw-Hill's approval, and will perform all of the packager duties on the books, providing McGraw-Hill with camera-ready copy.

Product Details

• Paperback: 174 pages
• Publisher: McGraw-Hill; 1 edition (April 15, 2000)
• Language: English
• ISBN-10: 0071356185
• ISBN-13: 978-0071356183
• Product Dimensions: 8.9 x 6 x 0.5 inches
• Shipping Weight: 10.6 ounces (View shipping rates and policies)
• Average Customer Review: 4.6 out of 5 stars  See all reviews (11 customer reviews)
• Amazon Best Sellers Rank: #21,039 in Books (See Top 100 in Books)

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Customer Reviews

Most Helpful Customer Reviews

15 of 15 people found the following review helpful:

5.0 out of 5 stars Packed With Knowledge!, March 30, 2001

By 

Rolf Dobelli "getAbstract" (Switzerland) - See all my reviews
(HALL OF FAME REVIEWER)    (TOP 500 REVIEWER)    (REAL NAME)   

This review is from: Skills for New Managers (Paperback)

Most of us developed our management skills, or lack thereof, in the same way: through trial and error. But Morey Stettner's new book will give anyone freshly promoted to the ranks of management a valuable head start by spelling out practical steps that new managers can take to be effective. For all of you old-timers, reading this book will induce a near constant mental stream of "I wish someone had told me that when I was starting out." For example, Stettner's first step, writing out a basic plan of how you want to manage your subordinates, might at first seem a bit naïve to veterans. But consider this point: How much time did you spend thinking about the techniques you would use in managing people before taking over your first managerial assignment? The probable answer is not much. In a clear voice laced with illustrative examples, Stettner covers the critical skills managers rely on every day: speaking, listening, criticizing and disciplining. For his insightful treatment of these topics, we [...] recommend this book to managers new and old, employees and students of management - But then again, aren't we all?

19 of 20 people found the following review helpful:

4.0 out of 5 stars Very Complete....Almost, July 14, 2000

By 

"mbreimann" - See all my reviews

This review is from: Skills for New Managers (Paperback)

This book is well written and nearly perfect for those transitioning to a management position with little time to spare. I found it to be well organized and concise, highlighting good common sense principles to remember when you take the helm of your new position. It addresses many of the common stereotypes and pitfalls new and experienced managers encounter. The book does fall short of one of the back covers claims about hiring. Nowhere within it's pages does it discuss hiring strategies or interviewing skills. This was disappointing and a critical piece missed by the author.

3 of 3 people found the following review helpful:

5.0 out of 5 stars Good, practical advice for all new managers, September 15, 2008

By 

Robert Selden "Bob Selden, What To Do When Yo... (Sydney, Australia) - See all my reviews
(REAL NAME)   

This review is from: Skills for New Managers (Paperback)

I like the approach the author Morey Stettner takes with this book for new managers. As one would expect, it covers most of the topics a new manager would need - and they are handled in a clear and practical way that make it easy to absorb and apply. In addition to that, Stettner is a realist. He doesn't presume to "know it all" and that his suggestions will fit every new manager's style or needs. He asks new managers to try them out and adjust to suit. This is an unusual and unpretentious approach for a management "how to" book.

The book starts with asking the new manager to develop his or her personal credo by thinking about the qualities of good managers he/she has previously known or worked for. There's a practical exercise, "My favourite manager", that makes this task easy. Once again, the realistic approach comes into play with Stettner making sure that the new manager adjusts his/her ideal to account for their current organisational culture.

I particularly liked his advice on how to start one's first meeting with new staff to create that all important first impression. I also liked the chapter on "listening" which gives some excellent, practical tips such as the three step tactic of how to avoid becoming defensive - Patience-Ask-Confirm.

The many practical examples made it easy to see how the author's ideas might work in practice. However, it was a little frustrating when some chapters started with a case study to illustrate the problem, but did not finish the case with examples of how the manager solved the problem (I expected this to happen later in the chapter). I also found some examples a little dated (e.g. "type out your answers") and there was no mention of a 360 degree tool when discussing how the new manager might seek feedback.

I would have also liked to see more emphasis given to planning and running meetings. There was no mention of how to manage emails. For most new managers these two tasks take a lot of time and focus.

However, overall these are minor criticisms. It's nice to read a book written by a true professional who understands social psychology and how businesses work, but who doesn't need to elaborate or preach about either. It's just full of good, plain, workable advice. Highly recommended for any new manager.

Bob Selden author What To Do When You Become The Boss: How new managers become successful managers