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Management in India [[electronic resource] ] : grow from an accidental to a successful manager in the IT & knowledge industry : a real-world, practical book for a professional in his journey to becoming a successful manager in India / / Rahul Goyal ; [foreword by Vijay Anand]
| Management in India [[electronic resource] ] : grow from an accidental to a successful manager in the IT & knowledge industry : a real-world, practical book for a professional in his journey to becoming a successful manager in India / / Rahul Goyal ; [foreword by Vijay Anand] |
| Autore | Goyal Rahul |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Olton, Birmingham [England], : Packt Pub., 2012 |
| Descrizione fisica | 1 online resource (328 p.) |
| Disciplina | 004.068 |
| Collana | Professional expertise distilled |
| Soggetto topico |
Industrial management - India
Information technology - Management - India |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-280-67666-3
9786613653598 1-84968-263-1 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Copyright; Credits; Foreword; About the Author; Acknowledgement; About the Reviewers; www.PacktPub.com; Table of Contents; Preface; Chapter 1:Whose Side Are You On?; What is a manager supposed to manage?; How hard can a manager's job be?; Mintzberg-10 roles of a manager; Interpersonal roles; Information processing roles; Decision-making roles; Summarizing the role-play; The mai-baap manager; Visualizing the managerial model; The conduit; The hierarchy or leader of the pack; The orchestra conductor visual; Some questions answered; Summary; References
Chapter 2:Transition: From Individual Contributor to a ManagerWatch out for; Time; Your work plus more; Less definition; Multiple roles; Indirect tax; Scope of work; Commitments; Information sharing; Not giving up control; Enforcing your will; Defensive approach-being afraid to goof up; Overcoaching; Frustrations of being a new manager; Teaching a man how to fish; A slow world around you; I don't get enough information; I can't get no satisfaction; I'm running all the time; Making it easier; Relax a little; Understanding the information needs of your organization; Know your success measures Learn to say NOGet organized; Distinguish between urgent and important; Plan your day every morning; Find someone to talk to; Sign up for formal training and education; Summary; References; Chapter 3:Basic Skills, Traits, and Competencies of a Manager; Skills, traits, talents, and competencies; Skills; Traits; Talents; Competencies; Top skills, traits, and competencies expected of a manager; Love of working with people; Easy to approach; Myth: I'm easy to approach, I have an open door policy; Farmer mentality: sow, nurture, grow, reap; Myth: fast moving managers-in a tearing hurry Core values: honesty, integrity, truthfulness, trustworthiness, consideration for others, and moreNot a myth: corporate greed; Tolerance for ambiguity and patience; Good communication skills-especially listening; Myth: quiet people can't be managers; Team building-hiring, retaining, developing good people, and nurturing team spirit; Performance management; Myth: maximum output; Problem solving; Myth: every problem is my problem to solve; Always an eye on the ball-results orientation; Decision-making; Myth: well-informed decisions; Project management and execution-delivery Myth about flawless executionGrip on technical knowledge/domain; Think customer-customer orientation; Emotional intelligence; Personal competence; Social competence-how we handle relationships; Summary; References; Chapter 4:Teamwork and Team Building; Why do we need teams?; Different types of teams; How to build a team; Explain the big picture, purpose, and fitment of the team in the larger universe; The tough part; Defining the composition of the team; The tough part; Define playing positions; The tough part; Clear and defined hiring process; The tough part Creating visible alignment between team goals and individual goals |
| Record Nr. | UNINA-9910462193603321 |
Goyal Rahul
|
||
| Olton, Birmingham [England], : Packt Pub., 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Management in India [[electronic resource] ] : grow from an accidental to a successful manager in the IT & knowledge industry : a real-world, practical book for a professional in his journey to becoming a successful manager in India / / Rahul Goyal ; [foreword by Vijay Anand]
| Management in India [[electronic resource] ] : grow from an accidental to a successful manager in the IT & knowledge industry : a real-world, practical book for a professional in his journey to becoming a successful manager in India / / Rahul Goyal ; [foreword by Vijay Anand] |
| Autore | Goyal Rahul |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Olton, Birmingham [England], : Packt Pub., 2012 |
| Descrizione fisica | 1 online resource (328 p.) |
| Disciplina | 004.068 |
| Collana | Professional expertise distilled |
| Soggetto topico |
Industrial management - India
Information technology - Management - India |
| ISBN |
1-280-67666-3
9786613653598 1-84968-263-1 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Copyright; Credits; Foreword; About the Author; Acknowledgement; About the Reviewers; www.PacktPub.com; Table of Contents; Preface; Chapter 1:Whose Side Are You On?; What is a manager supposed to manage?; How hard can a manager's job be?; Mintzberg-10 roles of a manager; Interpersonal roles; Information processing roles; Decision-making roles; Summarizing the role-play; The mai-baap manager; Visualizing the managerial model; The conduit; The hierarchy or leader of the pack; The orchestra conductor visual; Some questions answered; Summary; References
Chapter 2:Transition: From Individual Contributor to a ManagerWatch out for; Time; Your work plus more; Less definition; Multiple roles; Indirect tax; Scope of work; Commitments; Information sharing; Not giving up control; Enforcing your will; Defensive approach-being afraid to goof up; Overcoaching; Frustrations of being a new manager; Teaching a man how to fish; A slow world around you; I don't get enough information; I can't get no satisfaction; I'm running all the time; Making it easier; Relax a little; Understanding the information needs of your organization; Know your success measures Learn to say NOGet organized; Distinguish between urgent and important; Plan your day every morning; Find someone to talk to; Sign up for formal training and education; Summary; References; Chapter 3:Basic Skills, Traits, and Competencies of a Manager; Skills, traits, talents, and competencies; Skills; Traits; Talents; Competencies; Top skills, traits, and competencies expected of a manager; Love of working with people; Easy to approach; Myth: I'm easy to approach, I have an open door policy; Farmer mentality: sow, nurture, grow, reap; Myth: fast moving managers-in a tearing hurry Core values: honesty, integrity, truthfulness, trustworthiness, consideration for others, and moreNot a myth: corporate greed; Tolerance for ambiguity and patience; Good communication skills-especially listening; Myth: quiet people can't be managers; Team building-hiring, retaining, developing good people, and nurturing team spirit; Performance management; Myth: maximum output; Problem solving; Myth: every problem is my problem to solve; Always an eye on the ball-results orientation; Decision-making; Myth: well-informed decisions; Project management and execution-delivery Myth about flawless executionGrip on technical knowledge/domain; Think customer-customer orientation; Emotional intelligence; Personal competence; Social competence-how we handle relationships; Summary; References; Chapter 4:Teamwork and Team Building; Why do we need teams?; Different types of teams; How to build a team; Explain the big picture, purpose, and fitment of the team in the larger universe; The tough part; Defining the composition of the team; The tough part; Define playing positions; The tough part; Clear and defined hiring process; The tough part Creating visible alignment between team goals and individual goals |
| Record Nr. | UNINA-9910790383203321 |
|
Goyal Rahul
|
||
| Olton, Birmingham [England], : Packt Pub., 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Management in India : grow from an accidental to a successful manager in the IT & knowledge industry : a real-world, practical book for a professional in his journey to becoming a successful manager in India / / Rahul Goyal ; [foreword by Vijay Anand]
| Management in India : grow from an accidental to a successful manager in the IT & knowledge industry : a real-world, practical book for a professional in his journey to becoming a successful manager in India / / Rahul Goyal ; [foreword by Vijay Anand] |
| Autore | Goyal Rahul |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Olton, Birmingham [England], : Packt Pub., 2012 |
| Descrizione fisica | 1 online resource (328 p.) |
| Disciplina | 004.068 |
| Collana | Professional expertise distilled |
| Soggetto topico |
Industrial management - India
Information technology - Management - India |
| ISBN |
1-280-67666-3
9786613653598 1-84968-263-1 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Copyright; Credits; Foreword; About the Author; Acknowledgement; About the Reviewers; www.PacktPub.com; Table of Contents; Preface; Chapter 1:Whose Side Are You On?; What is a manager supposed to manage?; How hard can a manager's job be?; Mintzberg-10 roles of a manager; Interpersonal roles; Information processing roles; Decision-making roles; Summarizing the role-play; The mai-baap manager; Visualizing the managerial model; The conduit; The hierarchy or leader of the pack; The orchestra conductor visual; Some questions answered; Summary; References
Chapter 2:Transition: From Individual Contributor to a ManagerWatch out for; Time; Your work plus more; Less definition; Multiple roles; Indirect tax; Scope of work; Commitments; Information sharing; Not giving up control; Enforcing your will; Defensive approach-being afraid to goof up; Overcoaching; Frustrations of being a new manager; Teaching a man how to fish; A slow world around you; I don't get enough information; I can't get no satisfaction; I'm running all the time; Making it easier; Relax a little; Understanding the information needs of your organization; Know your success measures Learn to say NOGet organized; Distinguish between urgent and important; Plan your day every morning; Find someone to talk to; Sign up for formal training and education; Summary; References; Chapter 3:Basic Skills, Traits, and Competencies of a Manager; Skills, traits, talents, and competencies; Skills; Traits; Talents; Competencies; Top skills, traits, and competencies expected of a manager; Love of working with people; Easy to approach; Myth: I'm easy to approach, I have an open door policy; Farmer mentality: sow, nurture, grow, reap; Myth: fast moving managers-in a tearing hurry Core values: honesty, integrity, truthfulness, trustworthiness, consideration for others, and moreNot a myth: corporate greed; Tolerance for ambiguity and patience; Good communication skills-especially listening; Myth: quiet people can't be managers; Team building-hiring, retaining, developing good people, and nurturing team spirit; Performance management; Myth: maximum output; Problem solving; Myth: every problem is my problem to solve; Always an eye on the ball-results orientation; Decision-making; Myth: well-informed decisions; Project management and execution-delivery Myth about flawless executionGrip on technical knowledge/domain; Think customer-customer orientation; Emotional intelligence; Personal competence; Social competence-how we handle relationships; Summary; References; Chapter 4:Teamwork and Team Building; Why do we need teams?; Different types of teams; How to build a team; Explain the big picture, purpose, and fitment of the team in the larger universe; The tough part; Defining the composition of the team; The tough part; Define playing positions; The tough part; Clear and defined hiring process; The tough part Creating visible alignment between team goals and individual goals |
| Record Nr. | UNINA-9910822431103321 |
|
Goyal Rahul
|
||
| Olton, Birmingham [England], : Packt Pub., 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
