Management Skills

Jossey-Bass is a leading educational publisher, whose books have been cited for excellence by major education associations--the American Educational Research Association, the National School Boards Association, and the American Educational Studies Association. The Jossey-Bass Education Reader series offers both the student and practitioner collections of vital information on various topics in education.

• Preface. Acknowledgments.Part One: What Makes a Great Manager?Chapter 1: Leadership Is Authenticity, Not Style (Bill George).Chapter 2: Credibility Is the Foundation of Leadership (James M. Kouzes, Barry Z. Posner).Chapter 3: Management vs. Leadership (Warren Bennis, Burt Nanus).Chapter 4: Rounding Out the Manager’s Job (Henry Mintzberg).Chapter 5: The New Managerial Work (Rosabeth Moss Kanter).Chapter 6: The Postcapitalist Executive: An Interview with Peter F. Drucker (T George Harris).Part Two: Creating and Shaping the Work Environment.Chapter 7: Seven Practices of Successful Organizations (Jeffrey Pfeffer).Chapter 8: Hire the Right People (Edward E. Lawler III).Chapter 9: Managing the Interview Process (Richaurd Camp, Mary E. Vielhaber, Jack L. Simonetti).Chapter 10: Employment Law from a Manager’s Perspective (Dana M. Muir).Chapter 11: Pick Relevant Metrics (Douglas K. Smith).Chapter 12: How Change Really Comes About (Rosabeth Moss Kanter, Barry A. Stein, Todd D. Jick).Chapter 13: Learning to Lead Change: The New Principles for CEOs and Companies (David A. Nadler, with Mark B. Nadler).Part Three: Communicating, Leading, and Motivating People.Chapter 14: The Manager as Politician (Lee G. Bolman, Terrence E. Deal).Chapter 15: Artful Listening (Steven B. Sample).Chapter 16: Establish Competence and Build Trust (Terry Pearce).Chapter 17: Read People: Identifying Emotions (David R. Caruso, Peter Salovey).Chapter 18: The Seven Essentials of Encouraging (James M. Kouzes, Barry Z. Posner).Chapter 19: Motivating and Satisfying Excellent Individuals (Edward E. Lawler III).Chapter 20: How to Give Feedback (Harvey Robbins, Michael Finley).Chapter 21: Developmental Relationships (Cynthia D. McCauley, Christina A. Douglas).Part Four: Getting the Work Done.Chapter 22: The Call for Results (Clinton O. Longenecker, Jack L. Simonetti).Chapter 23: Operating Within the Realities of Organizational Life (J. Davidson Frame).Chapter 24: Solving the Problem of Bad Meetings (Patrick Lencioni).Chapter 25: Politically Astute Negotiating (Kathleen Kelley Reardon).Chapter 26: Deal with Your Crises (Patrick J. McKenna, David H. Maister).Part Five: Leading Complex Organizational Processes.Chapter 27: Dealing with Conflict (Marick F. Masters, Robert R. Albright).Chapter 28: Overcoming the Five Dysfunctions of a Team (Patrick Lencioni).Chapter 29: Myths and Realities of Leading Virtual Teams (Deborah L. Duarte, Nancy Tennant Snyder).Chapter 30: Building Companies Where Innovation Is a Way of Life (Robert I. Sutton).Part Six: Sustaining the Great Manager.Chapter 31: Leading from Within (Parker J. Palmer).Chapter 32: Reflective Action (Robert E. Quinn).Chapter 33: From Success to Significance (David Batstone).Chapter 34: If Not Me, Then Who? If Not Now, When? (Bill George).Notes and References.Name Index.Subject Index.On-line instructor’s guide available at www.wiley.com/college/jbreaders.