The New Supervisor's Survival Manual

The New Supervisor's Survival Manual

by William A. SALMON


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Moving up to a supervisory position should be cause for celebration, not exasperation. Yet many first-timers are unprepared for the demands of this new role. They quickly become overwhelmed — to the detriment of the organization, their co-workers, and themselves. This friendly guide is full of field-tested help for novice supervisors. Brief yet comprehensive, it leads them through the key tasks and responsibilities of the job. Readers will learn to think and act like managers as they develop critical competencies such as: * establishing and maintaining high performance standards * communicating effectively at all levels of the organization * setting clear priorities * delegating and giving feedback to others * analyzing and resolving problems Filled with real-life examples, handy checklists, and tools for self-assessment, The New Supervisor's Survival Manual will enhance the self-confidence and comfort level of every new supervisor.

Product Details

ISBN-13: 9780814470275
Publisher: AMACOM
Publication date: 11/09/1998
Pages: 256
Sales rank: 323,176
Product dimensions: 6.00(w) x 9.00(h) x 0.58(d)
Age Range: 17 Years

About the Author

WILLIAM A. SALMON is a management consultant and writer. Formerly an executive at Girard Bank (Mellon Bank East) and W. K. Gray & Associates, he is the author of several books, audio and video programs, and articles on management and training.

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The New Supervisor's Survival Manual 1 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
'Focus on the behavior, not on the person or personality.' This is the advice William A. Salmon gives us for dealing with 'Problems with People' on pages 160-162. It is exactly this feel-good, new-age kind of thinking that has turned the modern workplace (and our public school system) into the joke it has become (see 'Dilbert' for clarification.) Enough idealism. How about some real-world advice I can use? Such as, how do you go about terminating that person after they continue to be a problem? What about the legal ramificiations that may follow if someone thinks they were terminated unjustly? And enough with the whole 'team leader' mentality. This approach has been forced down the throats of millions of otherwise productive and capable employees who just want to be allowed to do the job they were hired to do without having to spend half their day in meetings discussing their innermost feelings. When I have a problem, I don't want to be told to 'consider my options' - I want to solve that problem as soon as possible and get back to work. Case closed. In my book, the 247-page 'New Supervisor's Survival Manual' doesn't live up to it's title.