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The outstanding middle manager : how to be a healthy, happy, high-performing mid-level manager /
"Middle managers--those with responsibility for managers or sizeable teams/divisions beneath them and who directly answer to senior management--make up a large portion of a corporation. The Outstanding Middle Manager, co-authored by business psychologists Gordon Tinline and Cary Cooper offers a...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Autor Corporativo: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Philadelphia, PA :
Kogan Page,
2016.
|
| Edición: | 1st edition. |
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Tinline, Gordon, |e author. | |
| 245 | 1 | 4 | |a The outstanding middle manager : |b how to be a healthy, happy, high-performing mid-level manager / |c Gordon Tinline, Cary Cooper. |
| 250 | |a 1st edition. | ||
| 264 | 1 | |a Philadelphia, PA : |b Kogan Page, |c 2016. | |
| 300 | |a 1 online resource | ||
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| 520 | |a "Middle managers--those with responsibility for managers or sizeable teams/divisions beneath them and who directly answer to senior management--make up a large portion of a corporation. The Outstanding Middle Manager, co-authored by business psychologists Gordon Tinline and Cary Cooper offers a fresh perspective on the role of the middle manager in the 21st century. Taking a holistic view of the position, Tinline and Cooper first situate the role in the changing work paradigm: flatter organizations, new working practices and expectations, cross-cultural and intra-generational factors in management. They then address the unique pressures and challenges middle managers face including: -managing work pressures of overload, resource shortages, and limited control -building resilience -influencing where you have limited power -getting the best out of both the team and overseers -developing a mid-level career -life management and how to achieve a healthy work-life balance With a focus on lateral development and progression, this book empowers middle managers to take control of their career and become more fulfilled, resilient, and satisfied"-- |c Provided by publisher. | ||
| 520 | |a "Recent research shows that the number of people in senior specialist and middle management positions is growing. As organizations continue to flatten, the middle becomes the place where many will spend the majority of their careers. The Outstanding Middle Manager is the new guide to dealing with those pressures specific to the role and maximizing the opportunities to forge a fulfilling and balanced career in the middle. Drawing on the latest research into workplace trends, strategic management and work life balance, Tinline and Cooper focus on middle management as an opportunity level. Readers can discover: strategies for managing upwards as well as downwards, how to deal effectively with generational differences and an evolving workplace, influencing, empowerment and team building skills, and stress and life management strategies that bring clarity and purpose. With a focus on lateral development and progression as a career choice, The Outstanding Middle Manager empowers readers to take control of their mid level career to become more fulfilled, more resilient and more satisfied" |c Provided by publisher. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher; resource not viewed. | |
| 505 | 0 | |a The Outstanding Middle Manager: How to be a healthy, happy, high-performing mid-level manager; Copyright; CONTENTS; 01: Life in the middle; What is the reality of life in the middle?; A positive view of middle management; Don't tell anyone, but you may be a middle manager; Power and influence; Reward power; Expert power; All of you; Establish your goals and objectives; Development tool; 02: Life above and below; Strategic drivers at the top; Interpersonal dynamics; Personal motivations; What do those at lower levels need from you?; Control and autonomy; Job security and change. | |
| 505 | 8 | |a Work relationshipsUnderstanding the perspectives of those around you; Process tool; 03: Managing work pressures in the middle; Demands in the middle; Resource pressures in the middle; Control in the middle; Pressure in the middle: coping mechanisms; 1. Supportive social network; 2. Develop cognitive flexibility -- learn to reframe; 3. Develop a core purpose or moral compass; 4. Find resilient role models; 04: Mid-level career development; Career anchors; Looking out and across; Connecting through networking; Creating lateral futures; Career resilience; Wellbeing and career development. | |
| 505 | 8 | |a Supporting others to develop their career in the middleCareer development: the need to influence outwards; 05: Getting the best out of your team; Teams -- getting the basics right; Shared goals; Autonomy; Interdependence; Team resilience and wellbeing; Resilience; Confidence; Playing to the team's strengths; Framing; Managing the pressure climate; Wellbeing and performance; Team development; The team is your job; Letting go -- allowing the team to fail; Influencing beyond your team; Guidance tool; 06: Influencing and working with your peers; Peer influencing and networking. | |
| 505 | 8 | |a Learning from your peersBetter understanding and influencing distributed decision making; Organizational network analysis; Peer support networks; Using peer networks to manage hindrance pressures; Working with your peers for outstanding middle management; Improving the way you work with your peers; 07: Managing upwards; Difficult upwards relationships; Toxic leadership cultures; Being a good follower; Managing demands from above; Providing positive reinforcement upwards; Developing a true partnership with your boss; Managing a range of senior stakeholders. | |
| 505 | 8 | |a From managing at work to managing your lifestyle08: Lifestyle management; The impact of work on life and life on work; Maintaining your health and wellbeing; Exercise -- keeping fit for life; Food and fuel; Sleep; Relationships; Seeking and embracing tough challenges; Living a mindful life; Living to work and working to live; 09: Becoming an outstanding middle manager; Converting goals into actions; Work pressure management goals; Career development goals; Leading and influencing goals; Life management goals; The ultimate middle management challenge; Developing middle managers. | |
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