N1/It's Okay to Manage Your Boss/By Bruce Tulgan/Used/ Fiction/ Eng
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Condition: B
Author: Bruce Tulgan.
Publisher: Jossey-Bass, an imprint of John Wiley & Sons.
Publication Date: September 14, 2010.
Format: Hardcover.
Pages: 208 pages.
ISBN-10: 0470605308.
Summary
The book is a follow-up to the bestseller It's Okay to Be the Boss and addresses the problem of "undermanagement" from the employee's perspective. Bruce Tulgan argues that employees need to take responsibility for managing their relationship with their boss to ensure they get the support, guidance, and resources needed to succeed in their jobs.
Key themes include:
Showing employees how to ask for what they need in high-pressure jobs.
Outlining the four essential things employees must get from their managers: clear expectations, necessary skills, honest feedback, and recognition or rewards.
Providing a practical, step-by-step program for building an engaged and effective working relationship with a manager.
Table of Contents (Excerpt)
According to Barnes & Noble, the table of contents includes chapters such as:
Chapter One: Refuse to Be Undermanaged
Chapter Two: The First Person You Have to Manage Every Day Is Yourself
Chapter Three: Get in the Habit of Managing Your Bosses Every Day
Chapter Five: Make Sure You Understand What Is Expected of You
Chapter Seven: Track Your Own Performance Every Step of the ....
BH
Author: Bruce Tulgan.
Publisher: Jossey-Bass, an imprint of John Wiley & Sons.
Publication Date: September 14, 2010.
Format: Hardcover.
Pages: 208 pages.
ISBN-10: 0470605308.
Summary
The book is a follow-up to the bestseller It's Okay to Be the Boss and addresses the problem of "undermanagement" from the employee's perspective. Bruce Tulgan argues that employees need to take responsibility for managing their relationship with their boss to ensure they get the support, guidance, and resources needed to succeed in their jobs.
Key themes include:
Showing employees how to ask for what they need in high-pressure jobs.
Outlining the four essential things employees must get from their managers: clear expectations, necessary skills, honest feedback, and recognition or rewards.
Providing a practical, step-by-step program for building an engaged and effective working relationship with a manager.
Table of Contents (Excerpt)
According to Barnes & Noble, the table of contents includes chapters such as:
Chapter One: Refuse to Be Undermanaged
Chapter Two: The First Person You Have to Manage Every Day Is Yourself
Chapter Three: Get in the Habit of Managing Your Bosses Every Day
Chapter Five: Make Sure You Understand What Is Expected of You
Chapter Seven: Track Your Own Performance Every Step of the ....
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