खोजी परिणाम

New managers must learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many fail to make. This book traces the experiences of nineteen new managers over the course of the... थप

Describes the realities versus the myths of what it means to be a manager. In particular, it focuses on the limitations of formal authority as a source of power and identifies other sources of power that effective managers rely upon. Also outlines a framework of exercising influence (law of reciproc... थप

A new associate in a consulting firm attempts to navigate his way through the norms and culture of a new setting and to manage his relationships with his superiors and peers, which got off to a poor start. PLEASE NOTE: This case was revised in January 2014. Some language and incidents have been ligh... थप

Provides a framework for understanding the exercise of interpersonal influence in organizations. Describes some of the "myths and realities" of management that new managers discover--specifically, that managers are dependent on a complex network of relationships to get work done, and that they must ... थप

Designed as an overview note for the Managing Your Team module of the MBA second year elective course Power and Influence. Identifies some criteria for evaluating team effectiveness and outlines in detail the key areas of responsibility of team managers: managing the team's boundary, and managing th... थप

Designed to serve as background reading for the "Managing Your Career" module of the second-year MBA elective Power and Influence. Describes the way in which managers learn and develop through on-the-job experience. Outlines a model for launching a "success syndrome" by building power and influence ... थप

Designed to introduce the concepts of power and power dynamics to students in the MBA second-year elective course Power and Influence. Defines "power" and "influence," and explores the role of power dynamics in managerial work and in the life of organizations. Combats popular notions that "power is ... थप

Managers report that action planning to resolve interpersonal and organizational challenges is far more demanding than diagnosing them. Although there are many frameworks for evaluating their diagnoses, there are few for evaluating their action plans. Reviews the major criteria for assessing an acti... थप

Describes a conflict between the values and norms of a segment of an internal social system and those of management and the wider culture. Includes decision opportunity. A rewritten version of an earlier case.... थप

Presents a model for understanding the behavior and evolution of primary, stable work groups over time. The model describes contextual factors, design factors, and emergent culture as determinants of group behavior and performance. Describes emergent behavior, norms, roles, and rituals as aspects of... थप

Addresses how to build effective one-on-one work relationships. Spells out the importance of analyzing your network and understanding on whom you are dependent. Also provides some criteria for assessing the quality of your relationships. Finally, it discusses how to manage conflict based on the Seng... थप

The promotion to manager is a pivotal juncture in your career. The transition from individual contributor to manager, however, is difficult. Author Linda A. Hill followed nineteen new managers through their first year, gathering data about the managerial transition. Her interviews revealed that the ... थप

When a new manager steps into their role, initial expectations about the job and the tasks associated with managing fall quickly by the wayside. Most new managers must go through a period of unlearning what it means to be an individual contributor before they can fully step into the role of manager.... थप

In the first six months, new managers must confront the challenge of reconciling their expectations of the job with the realities of managerial work and with the expectations of their subordinates. The next challenge they face is accepting full accountability for the performance of their units and s... थप

Managing people is a delicate art. When star performers are promoted to management roles, few are prepared for the interpersonal challenges of the job. Effectively exercising their newly-acquired authority means learning how to establish credibility, build commitment among subordinates, and lead the... थप

Managing people is a delicate art, and the skills necessary to manage subordinates' performance don't come easily to new managers. There are many interpersonal challenges that you'll need to be prepared to deal with in your new role. For instance: How do you manage a subordinate who has more experie... थप

When you accept a promotion from individual contributor to manager you are making a profound career choice. Becoming a manager not only comes with changes to your job responsibilities; when you accept a managerial role, you are making a commitment to form a new professional and personal identity, or... थप

By necessity, new managers must work hard on themselves as they adapt to the challenges of managerial work and their new network of relationships. The move to management requires numerous changes: in the way you present yourself, in the way others treat you, and in the way you interact with new sets... थप

The transformation from individual contributor to manager is full of challenges. New managers must learn new interpersonal skills, reconcile their own expectations with those of their subordinates and superiors, and manage the stresses of taking on their new identity as managers. How do they do it? ... थप

After following nineteen new managers through their first year, gathering data about their managerial transition, author Linda A. Hill concluded that becoming a manager requires a profound psychological transformation and that the process is largely one of learning from experience. What are the impl... थप

When they become managers, most people assume that certain rights and privileges come with a promotion. They expect to have more authority and freedom than they did as individual contributors. But new managers soon learn that formal authority is a very limited source of power. In fact, most of the p... थप

Due to advances in technology and the move toward globalization, new managers must step into roles involving increasing complexity and interdependence. The capacity to employ collaborative effort--coordination across individuals, activities, or functions so that performance of the whole is greater t... थप

You've conquered your new role as manager--but now what? How do you establish a track record and credibility to build a career on? How do you choose the right positions to advance your career goals or create opportunities for your own growth and development? In this era of accelerating change and in... थप

Management development has become an increasingly hot topic as organizations have come to realize that talent is an important driver of competitive advantage in the twenty-first century. Many have begun to take seriously the financial and human costs of even one failed manager and the growing body o... थप

This Reading examines what it takes to build a successful managerial career. The Essential Reading section contends that a managerial role, by its nature, imposes learning needs that cannot be fully taught in the classroom but must be mastered throughout one's career. It then presents the Developmen... थप