As the way work is done changes and as organizations flatten
themselves down in response to demands posed by the new global
economy, managers on the front lines, where some say the real work
is done, need a broader set of skills than ever before. They must
learn to see their jobs differently--to become tougher and more
durable--but they must also become more flexible in how they
interact with the organization itself and its changing work and
economic environments. The authors emphasize key tasks that
front-line managers must do today, such as strategic planning,
budgeting, quality management, and benchmarking, and how they must
focus attention on their customers, until now far removed and
perhaps out of mind. They must also recognize the need for
effective information systems and find ways to align their
immediate work units with larger organizational strategies and
processes. In short, the authors offer essentially a new paradigm
for the way management should now be practiced in a far-ranging
book that today's managers will need to keep pace with changes that
could threaten their careers, and a book that offers others on the
way up a way to start their own careers on the right foot.
Becoming an effective front-line manager starts with
understanding the job. The authors begin with a comprehensive look
at what it means to be a front-line manager and the special
challenges they face. They must become all things to all people,
say the authors, and at the same time consider other, perhaps
unfamiliar challenges, such as safety and health concerns.
Front-line managers today must also learn to grow and adapt to
changing work environments. The authors present an extensive view
of these new tasks and roles and detail the ways in which
front-line managers can address and overcome the obstacles they
will find. The book is a readable, thought-provoking study of
special interest to teachers of general management courses on the
undergraduate and graduate levels.
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