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  • Book Overview & Buying Mastering Management Styles: Expert Guidance for Managers
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Mastering Management Styles: Expert Guidance for Managers

Mastering Management Styles: Expert Guidance for Managers

By : Harris M Silverman
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Mastering Management Styles: Expert Guidance for Managers

Mastering Management Styles: Expert Guidance for Managers

4 (2)
By: Harris M Silverman
Buy this Book

Overview of this book

Table of Contents (12 chapters)
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Mastering Management Styles: Expert Guidance for Managers
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Mastering Management Styles: Expert Guidance for Managers
Credits
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Credits
About the Author
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About the Author
About the Reviewers
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About the Reviewers
Preface
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Preface
Lock Free Chapter
1
Why Management Style Matters
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Why Management Style Matters
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Why style matters
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The elements of management style
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Adapt!
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Managing on a spectrum
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Managing work versus managing people
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Case study: Dave and Rhonda
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Summary
2
The Elements of Management Style: Direction versus Consultation
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The Elements of Management Style: Direction versus Consultation
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Case study: Dave and Rhonda
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What is the direction/consultation axis?
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Managing on the direction/consultation spectrum
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The impact on employees
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Risks
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Case study: Dave and Rhonda
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Summary
3
The Elements of Management Style: Control versus Autonomy
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The Elements of Management Style: Control versus Autonomy
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Case study: Dave and Rhonda
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What is the control/autonomy axis?
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Managing on the control/autonomy spectrum
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The impact on employees
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Risks
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Case study: Dave and Rhonda
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Summary
4
The Elements of Management Style: Coaching, Mentoring, and Supporting
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The Elements of Management Style: Coaching, Mentoring, and Supporting
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Case study: Dave and Rhonda
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Coaching
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Mentoring
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Support
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Risks
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Case study: Dave and Rhonda
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Summary
5
The Elements of Management Style: The Organization or the Employee?
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The Elements of Management Style: The Organization or the Employee?
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Case study: Dave and Rhonda
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The organization/employee spectrum
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The interests of the organization
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The interests of the employee
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Striking the balance
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The impact on employees
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Risks
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Case study: Dave and Rhonda
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Summary
6
Differences Between Employees
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Differences Between Employees
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Case study: Dave and Rhonda
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Differentiating between employees
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The impact on employees
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Risks
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Case study: Dave and Rhonda
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Summary
7
Conclusion: Things to Remember
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Conclusion: Things to Remember
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Adaptability
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Adapting to the nature of your employees
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Adapting to the nature of the work
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Adapting to the needs of the organization
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Your place on the team
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Be part of the team
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Be tolerant of mistakes
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Your personal issues
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Summary

Case study: Dave and Rhonda

Dave has requested training on a new project-management software package for engineering projects. Although he's not a project manager per se, he thinks it will make him more effective in his work.

Rhonda wants to take a course on office processes and procedures that she feels will help her advance past her current, relatively junior level.

Should these requests be approved?

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