Book Description
Practical strategies for building strong managerial skills!
With the new Fourth Edition of Becoming a Master Manager: A Competency Framework, you can build practical skills in every area of managerial competency--skills you'll need to thrive in the diverse situations and challenges of the new millennium! The text guides you through eight interactive learning modules covering different leadership roles, including director, producer, mentor, facilitator, coordinator, monitor, innovator, and broker.
Features designed to help you become a master manager:
* The text's Competing Values Framework helps you develop new ways of thinking about the competing tensions and demands that are placed on managers.
* The authors' unique skills-based approach prepares you for today's management challenges.
* A highly effective five-step learning model (assessment, learning, analysis, practice, and application) helps you develop core leadership competencies.
* Real-world managerial examples illustrate key concepts and offer insight into the roles that managers play in real companies.
* Coverage of timely topics such as emotional intelligence, mentoring/coaching, and life balance will help you keep pace with today's rapidly changing workplace.
Book Description
Becoming a Master Manager is an effective tool for stimulating thinking and building management skills. The book takes you through some of the social and intellectual challenges that managers encounter everyday, the most prominent being pulled by competing demands and having to play many roles simultaneously. This book uses the Competing Values Framework, a comprehensive map on which competing demands can be located and placed in context.
Becoming a Master Manager includes:
- Managerial examples from real organizations that illustrate new concepts using relevant examples.
- Learning models such as, mini-lectures, individual presentations, group simulations, small group and full class discussion activities, to expand knowledge of management and real organizations.
- A hands-on approach.
- An assessment, learning, analysis, practice, and application approach with each competency.
Customer Reviews:
This is a good book to waste your time........2006-01-18
There are much better books on management out there than this collection of unorganized work. Don't read this book if you're looking for new insight on management techniques. If you're already a seasoned manager, you'll find more value in your real work environment. This was a text for one of my MBA courses, and the rest of my MBA team (which consists of seasoned management professionals) has the same sentiments.
Spend your time elsewhere.
Becoming A Master Manager: A Competency Framework.......2005-10-02
Excellent service, timely delivery, the book was as advertised.
Horrible Layout.......2002-11-04
The content of this book is adequate, but the layout leaves much to be desired. The only way to find a chapter is through the table of contents. Pages are not labeled with chapter information, such as which chapter that page belongs to. The content is often broken up with cases and excercises that divide paragraphs in half. This makes it very confusing to follow the flow of the book. You can be reading along and jump into a case or excercise without knowing it and become very confused. If the authors and publishers would rework the flow of the book, I would rate it much higher.
Becoming a Master Manager.......2001-06-17
This is one book I believe all managers should read. Talking to several people in the business world, they don't see where they fit in as a manager. Many of them are too much of one thing or not enough of another.
After taking a Competing Values Management Practices Survey, then reading this book, and taking the survey again, you can see on the "spider-web graph" where in the circle you fit it to these eight values that include the Mentor Role, Innovator Role, Broker Role, Producer Role, Director Role, Coordinator Role, Monitor Role, and Facilitator Role.
This book is very easy to read, I'm a young college senior who doesn't like to read complcated textbooks. I'm spending the $50 to keep this book. It's one that I plan on referring back to at least once a year to see how my managment style has changed.
This book, as it gets around, will become the next 7 Habits of Highly Successful People.
what i like about this book.......2001-04-14
the reason that i like this book is quite simple. i think that it is very simple and easy to follow. it is structured very well and easy to read. you know how what are reading fits into the big picture as you read it. you dont just have random chapters. there are a lot good points and each section can be easily sumarized. i really enjoyed this book
Book Description
Second Edition, Expanded to Include Fresh Insights and Practical Tools For New and Experienced Managers
No book has captured the trials and traumas of the transition from star performer to competent manager better than Linda Hill's classic Becoming a Manager. In tracing and analyzing the experiences of nineteen new managers, Hill reveals the profound complexity and difficulty of the process of developing into a manager. In their own distinct voices, these managers describe how they reframed their understanding of their roles and responsibilities and how they coped with the stresses and emotions of the transformation-in essence, how they were able to take on new identities. Now, in a substantially expanded second edition, the author offers concrete advice on the crucial issues of dealing effectively with organizational politics and developing and leading diverse teams in times of change, as well as on how managers can prepare themselves to lead over the course of their careers. In a new epilogue, she explores what organizations can do to help managers in their journey to lead and learn.
Customer Reviews:
Good - Only for sales and Financial Managers .......2006-11-20
The book is well written but lacks in breadth of manager case studies. So much of the book is written toward financial institution managers that it has little applicability to managerial positions in manufacturing, engineering, or other disciplines that don't involve motivating people to meet their sales quotas.
Insightful Book.......2006-06-28
I found this book insightful and validating. I transitioned from being a healthcare professional to a manager of a clinic. Despite the difference in practice areas between this book and my own career (sales vs. healthcare), I still found the findings in the book to be important. Whether you're transitioning to manager from a position of top performer in terms of money or in terms of some other measure of achievement (such as quality of patient care or number of new innovations, for example), the lessons of this book still apply. I highly recommend this book to new managers and to THEIR managers.
A must-read for managers (new or old).......2005-01-02
I highly recommend this to anyone involved in "management", particularly where you have to lead people.
The value of this book -- to me -- was not that it revealed anything new (most managers would instinctively know what the issues are when working with a team). What it did for me was to give me assurance that the trials and tribulations that I've gone through (some of which are daily occurances) are normal. That told me that I AM NOT ALONE! -- for management is a lonely business.
This book took me sometime to finish (440 over pages) but a very readable book. Not overly academic. I particularly liked the section on "Is Management Really for Me?".
An absolute must read!.......2003-08-12
Anyone interested in management or professional development should read this book. I can't tell you how many times I wondered why steller sales people made such terrible managers. Other valuable topics such as working with your peers, managing your Manager and Leadership are also addressed.
Even if you are already a Manager, this book is definately and eye opener.
Very helpful indeed!.......2003-03-06
It's simply a must read for anyone considering to pursue a career in management. Learn from others experience!
Customer Reviews:
Value Investing makes sense. However, don't get hyped and certainly, no one will promise you 15%, year after year. .......2006-12-19
Christopher Brown
1. First look for stocks with a Price/Earning or Price/Book less than 80% of all stocks.
2. These stocks must outperform the indexes
3. Make sure the company has good management and solid plans and strategies for growth
4. Focus on stocks with above market returns (7%). The stocks market returns must exceed the cost of money and inflation.
5. Invest and hold
6. Act like a business owner of the stock and now a momentum trader
7. The top money managers with 20 year records are value guys. Take for example, American Express, this stock compound 22%, for 10 years.
David Dreman
1. Buy low Price/Book, Low Price/Earnings, low Price/Cash flow stocks.
2. Contrarian investing has out performed markets spanning 50 years and the S&P for the last 10 years.
3. Buy good blue-chip stocks, which, on the whole, are growth stocks with 10-15 % growth.
4. Seek a solid balance sheet and above average dividends
5. Volatility is helpful. Contrarians are looking for top-performing stocks that have been knocked down. They love bear markets. Bear markets represent bargins, too buy cheap, wait until the market recognizes the value, and sell when price changes and other factors combine to suggest a sell. Bear markets allow the contrarian to purchase 10,20, 30 percent growers at a cheap price.
William Fries
1. Emerging franchises are younger companies and represent good potential for growth and emergence into saturated markets.
2. Establish a target price based on 12 to 18 month interval. Note that an analyst has 1/14 billion chance predicting price within 5%.
3. As a stock reaches its 12 to 18 month target price; we look to see what has changed.
4. One of the biggest mistakes is to sell emerging franchises to early.
5. The sale of really great companies can lead to lost opportunities.
James Gilligan
1. I'm particularly interested in how the company is getting to profitability
a. By examining trends in sales and administrative expenses
b. We want to see how the ratios stack up against the competition
2. To determine normalized earnings, we predict what sales should be, and then put a margin that the company has been able to generate over time on those sales.
a. Historically, 8 times Peak earnings to get Price
3. If the current earning estimate is higher than normalized earnings, we are not interested.
a. The best companies grow between 8-15%
b. The return on capital that exceeds the cost of capital
c. Sell a stock when the story turns out wrong or when you find something better.
James Gipson
1. Buy companies that can be easily understood.
2. When buying a stock, look at what might go wrong. Weight out the risks.
3. Sell when the price goes up or the value goes down.
4. Hold as long as the stock has value, the company is growing, and operations are good
5. Measure the value in ratio to the cash flow
6. Buy a stock that over the next 5 years will outperform the market
7. The market between 2000-2010 prediction is that it will experience a 10% return.
8. Growth investors do well, they do well because the companies they bought grew faster and longer than the market believed. The value investor bought when the company was undervalued; undervaluation was caused when the market becoming pessimestic about a negative event, as a result the market overreacted and panic sold; the value buyers realizing the overreaction and the value of these companies bought cheap; the market realized their mistake and began to buying up the valueable stock, raising the price, and the value buyers recognized overvaluation and sold for a 20-30% profit.
9. The problem for a value investor is finding stocks that look statistically expensive, but are cheap.
10. Management activity is important; the business value and management ability to execute a profit plan. Management must play the confidence game and create the perception they can provide value.
Ronald Muttlenkamp
1. P/E of 17 is the mean (Boggle would agree)
2. 4.5 is the normal interest rate (this was a revelation)
3. A value oriented P/E should be no more than 2.5 multipled by the growth rate
4. Find a value stock means going to the value line
a. It must have a good return on equity (14%+)
b. Fairly priced
c. P/E value must below the ROE
d. If the company is good and no management changes and the price suddenly drops then buy more and leverage profits on the return to fair price.
Interesting History but Too Lightweight for Investing.......2006-11-10
If you're looking for deep investing insights from the masters, this is the wrong book. The author seems to have missed a golden opportunity to ask good fundamental questions and then pursue them more deeply.
If you're looking for short biographies of famous investors, coupled with a high level discussion of investing philosophy this is the right book.
Very different and very usefull book........2006-10-28
As someone who has had poor results with momentum trading for several years, I have been searching for a new approach that will work better. I read The Intellegent Investor and have since been studying value investing in several books. I have to say that Kazanjiun's book was a very helpful orientation from some of the "Masters" that has deepened my desire to understand value investing better. I think it was interesting that I got more out of the Dreman interview in this book than I did out of Dreman's own too-long book. I recommend this "orientation" to anyone who wants to examine the broad strokes of value investing in one place.
Major disappointment.......2004-04-04
I'm not sure I found one worthwhile idea in this book.
Only Book of Its Kind.......2004-04-03
This is really a one of a kind book. Full of advice from the best value investors in the world. I learned so much about stock analysis and valuation from these gurus. The author does an excellent job of getting them to open up and explain their process in a way that can be understood by all. Truly an excellent piece of work.
Book Description
The trouble with "management" education, says author Henry Mintzberg, is that it is business education, and leaves a distorted impression of management. In Managers Not MBAs, he offers a new definition of management as a blend of craft (experience), art (insight), and science (analysis). An education that overemphasizes science encourages a style of managing the author calls "calculating," or if the graduates believe themselves to be artists, the related style "heroic." According to the book, neither heroes nor technocrats in positions of influence are useful - what's really needed are balanced, dedicated people who practice a style that can be called "engaging." Such people believe their purpose is to leave behind stronger organizations, not just higher share prices. Managers Not MBAs explains in detail how to cultivate such managers, and how they can transform the business world and, ultimately, society.
Customer Reviews:
Relavant thought on the current MBA situation........2006-11-02
Mintzberg is striking a chord with this book. Industry is in desperate need of strong and ethical leadership, not just mangers with strong analytical skills. It may be time for the current business school philosophy to modify its method to produce leaders rather than just inexperienced managers.
The state of the current MBA.......2006-06-05
I read Professor Mintzberg's book for one main reason: to decide whether or not to do an MBA.
Before reading this book and thus the enlightenment, I used to think very highly of the qualification, in an overrated sort of manner. I reckoned that if I'm an MBA graduate, I would know-it-all and it'll make me a darn good manager. And this was precisely what Professor Mintzberg was criticizing on. And it's not entirely the fault of the graduates - the business schools play an important role in instilling this false belief. Graduates should be known for their humility, not arrogance. And I almost see myself going down that arrogance path. Almost.
The book shed lots of light on how managers ought to be, and what an MBA is and is not. It talks about the consequence of selecting the wrong people for the course, or the right people but were then taught wrongly. It talks about its consequences on the practice of management and on society. All these found in "Part 1: Not MBAs".
I read Part I in one sitting. It's utterly engaging and I can hardly put the book down. While Part I criticizes the qualification, "Part II: Developing Managers" puts on a constructive tone on management development. I must say that MBA NOT MANAGERS confirmed my decision that MBA is something I wanted to pursue to have a good grasp of the various important business functions, and to balance this knowledge with experience gained over time.
The pitfalls of management education.......2006-04-13
Henry Mintzberg's MANAGERS NOT MBAS: A HARD LOOK AT THE SOFT PRACTICE OF MANAGING AND MANAGEMENT DEVELOPMENT comes from a professor of management studies at McGill University in Canada and takes a broad look at how managers are educated and how they practice management principles, applying them to workforce realities. From management education's possible alternatives to making management a more engaging science, MANAGERS NOT MBAs surveys the pitfalls of management education processes and hwo to overcome it.
A very good book on MBA.......2006-01-06
Experience is the key and nowadays one cannot learn and completely understand a subject by sitting in a class. To truely comprehend management (or anything in general) one has to learn it by experience, hard work and by thinking logically, and thats what this book is about, as the author says "Leaders cannot be created in classroom. They arise in context." A very good book for anyone intrested in pursuing an MBA.
Will Real Managers Please Stand Up?.......2005-08-09
Mintzberg has performed a great service to those who teach management and seek to facilitate critical thinking about the organizational and societal context of managing rather than a narrow (and often narcissistic) approach. Students will find the book a vehicle for reflection on why they are pursuing a management degree; if they draw from it what Mintzberg seems to intend, they will more clearly see themselves in the classic management role of "working with and through other people" rather than getting to the top as quickly as possible--and at any cost. Management program administrators should welcome the critique of how things are and the examples of how they could be. Mintzberg's insights about the social costs of the links between MBA programs' misguided emphases, students' errantly "heroic" leadership aspirations, and the susceptibility of businesses, nonprofit organizations, and government agencies to a cult of the MBA makes at least portions of this very readable book of interest for the general reader. Those who teach management in alternative programs will likely find the book an inspiration.
Product Description
Jim Pickens has written a terrific sales book!" --Sam Walton, Founder and President of Wal-Mart More Art of Closing Any Deal offers clever, gutsy and even slightly devious techniques that will bring you success at the closing table. You learn: The right and wrong times for managers to step in and help closer with customers Dozens of sure-fire techniques, deadly traps and imaginative ruses that sales closers and managers can coordinate Twenty critical tips for dynamic sales meetings and campaigns What all sales closers must know about managers and vice versa A success in Spain, Germany, Japan, England, Canada and even the U.S.S.R. --- Publishers Weekly
Average customer rating:
|
The Master Manager
Ralph Gun Hoy Siu
Manufacturer: John Wiley & Sons
ProductGroup: Book
Binding: Hardcover
 General
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
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The Craft of Power
ASIN: 0471079618 |
Product Description
The Action Selling Sales Training and Selling Skills Book Series includes:
- Action Selling: How to sell like a professional, even if you think you are one.
-Selling Your Price: How to escape the race to the bargain basement
- Questions: The Answer to Sales
- Masters of Loyalty: How to turn your sales force into a loyalty force
The Action Selling Book Series will dramatically improve the sales behavior of your sales force.
Action Selling: Are your salespeople "Winging It" during calls? With Action Selling, they`ll learn the Five Critical Sales Skills that really matter and how to follow a proven process that has helped over 300,000 become top selling producers.
Selling Your Price: Do your salespeople rely on old habits, manipulative tricks or price concessions to close the sale? With Selling Your Price, salespeople learn how to sell value and protect margins while winning more business.
Questions: The Answer to Sales: Do your salespeople depend on the gift of gab to win sales? With Questions, they`ll know how and when to ask the best-questions that lead to gaining commitment.
Masters of Loyalty: Do your salespeople sell loyalty? With Masters, they`ll learn how to create real loyalty; loyalty that makes customers stop shopping and be forever deaf to competitor`s appeals.
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- Business and Its Environment (5th Edition)
- Carved in Sand: When Attention Fails and Memory Fades in Midlife
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