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| View Larger Image | The First-Time Manager
by Loren B. Belker, Gary S. Topchik
| | List Price: | $17.95 | | Price: | $12.21 | | You Save: | $5.74 (32%) |  | | Available: | Usually ships in 24 hours | | | | | Sales Rank: | 15022 | | Studio: | AMACOM | | | Binding: | Paperback | | Number Of Pages: | 240 | | Publication Date: | March 18, 2005 | | Publisher: | AMACOM |
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EDITORIAL REVIEWS |
Book Description
A true management classic with 200,000 copies sold, this new, expanded edition is still the ultimate guide for every new manager. Since its original publication, The First-Time Manager has helped many thousands of rookie managers handle their new responsibilities...and now it can help you! Clear and concise, the book covers all the fundamentals you need for success, with indispensable advice on topics including hiring and firing, leadership, motivation, and managing time and stress. In addition, the completely updated fifth edition shows you how to build trust and confidence, be an active listener, manage a diverse group of individuals, conduct performance appraisals, and address many other challenges that come with the manager's job. Written in an inviting and accessible style, this classic skill-building book is an essential tool for becoming an effective, confident new manager. |
Amazon.com
In the working world, top performers are regularly rewarded with promotions to management--whether they are prepared for the advancement or not. Loren Belker's bestselling primer on supervisory skills, The First-Time Manager, has long offered clear advice on leadership, motivation, discipline, and other tricks of the trade that are required of anyone in a supervisory position. Now in its fourth edition, the book features 11 new chapters that add an even more contemporary slant to his proven recommendations. |
CUSTOMER REVIEWS (Average Customer Rating: 4.0 based on 30 reviews)
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Very good resource for a first-time manager... 
This is one of the better, more down-to-earth books I have read relating to first-time managers. It is an easy read... and most importantly offers a number of real-world tips.
July 21, 2008 | |
rambling; avoid 
The title and chapter titles make this book sound useful, but the contents belie the promise. Unfortunately, the text meanders around topics, defying the reader to learn. Instead of this book, read the well-organized, compelling _12: The Elements of Great Managing, by Wagner and Harter_.
July 19, 2008 | |
A possible primer 
First published in 1981 and written by Loren B. Belker, the current (5th) edition has been updated by Gary S. Topchik in 2005
I very much like the style in which the book is written - easy and conversational. I also like the complete absence of "management speak" which is such a rarity in many modern management books. The book is also written in a very positive tone - looking to help the manager to motivate, develop and get the best out of people rather than controlling them.
However, this book is an enigma. It has some great management truths, ideas and concepts that have stood the test of time, yet it falls down in how some of these can best be implemented. Three that I found difficulty with were the chapters on Recruitment, Managing Change and Performance Appraisals.
For example, in the chapter on Recruitment, the authors suggest that the most important point to keep in mind when recruiting someone, is to make sure they have the right attitude. Most people would agree with this, yet the three questions they suggest to use to test for "attitude", i.e.
- What did you like most about your last job?
- What did you like least about your last job?
- How do you feel about your last manager?
do not measure attitude. Unfortunately, neither do these type of question assess a person's ability to do the job for which they are applying. The authors do give examples of "right" and "wrong" answers which I found, particularly in the case of the "wrong" answers to be over simplistic and unlikely to be given by many applicants.
In some chapters there were also sample "speeches" (or "talks" as the authors call them) for various events such as when the new employee starts, the "Attitude Talk" or the "Improvement Seed" for discussing a person's poor performance. In any book this is a difficult concept to describe and get across. I think the authors could have improved these sample talks by giving more detail on their purpose, the key points to include (or avoid) and how to follow up these talks.
This book is a light read and may be a useful primer for a very new and inexperienced manager. However, it should be augmented with books that are just as practical, have more depth and have more "how to's" which are essential for people just starting out in management.
Bob Selden, author
What To Do When You Become The Boss: How new managers become successful managers
June 29, 2008 | |
Good Thoughts 
I bought this for my son who is a first time manager at a fast food chain of restaurants. He says it has helped him learn a lot and is putting the things in the book to good use with his team. He feels that he has learned a lot and will definately use what he has learned from this book.
May 14, 2008 | |
Great book!
I have really enjoyed this book. The information is really relevent to the new manager. It is written in a clear and concise manner.
March 26, 2008 | |
SIMILAR PRODUCTS |
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