Politics is a way of life in every organization. Like it or not, managers must develop political savvy in order to succeed as leaders; every interaction has political undertones that affect their performance in the workplace. As politicians, managers are called upon to bring together parties with different (and often competing) agendas, and to demonstrate the experience, capabilities, and qualities necessary to solve problems and make decisions in a timely fashion. As politicians, managers must be keenly aware of the human and organizational aspects of conflict―along with techniques to resolve it―while successfully balancing individual, group, and organization-wide goals and priorities.
The Manager as Politician examines the dynamics of organizational power plays and interpersonal communication, and shows managers how to step over landmines, overcome challenges, and develop the skills and instincts necessary for political survival. Jerry W. Gilley outlines the key roles and responsibilities of the political navigator, who is adept at identifying allies and foes, building trust, and delivering results. Featuring personal assessment and development tools and an extensive listing of related books, journals, organizations and web sites, The Manager as Politician is an essential resource for managers looking to establish effective relationships with employees, colleagues, and organizational leaders, while enhancing their authority and influence.

The Manager as Politician

Business & Money

Gilley, Jerry W.

Management & Leadership

Praeger

In theory, managers serve as guides, directors, decision makers, and energizers for their employees. Unfortunately, few managers have, themselves, been trained in the skills and techniques to get the best results from their employees, and managerial styles can run the gamut from permissive-but-ineffectual to aloof to autocratic. In The Manager as Coach, the authors focus on the key purposes of coaching―improving individual performance, solving problems, and securing results―in order to address the challenges of effective management head-on. Dispelling popular myths and misconceptions about coaching as a passing fad or a collection of superficial motivation techniques, they offer practical tools for mastering the skills of effective coaching to the benefit of employees and the organization, identifying four primary roles that managers―as coaches―play on a regular basis: trainer, career advisor, strategist, and performance appraiser. Featuring diagnostic exercises, worksheets, and a listing of resources, The Manager as Coach will help readers develop the qualities and skills to align individual and organizational goals and forge dynamic, productive relationships.
Whether large or small, manufacturing or service, every organization selects managers and assigns them the task of securing results through people. In theory, managers serve as guides, directors, decision makers, and energizers for their employees. Unfortunately, few managers have, themselves, been trained in the skills and techniques to get the best results from their employees, and managerial styles can run the gamut from permissive-but-ineffectual to aloof to autocratic.
This volume in The Manager as… series addresses the challenges of effective management head-on by exploring the role of manager as coach. Focusing on the key purposes of coaching―improving individual performance, solving problems, and securing results―the authors dispel popular myths and misconceptions of management coaching as a passing fad, a process of endless tutoring, or superficial motivation techniques, and offer practical tools for mastering the skills of effective coaching to the benefit of both employees and the organization. They identify four primary roles managers―as coaches―play on a regular basis: trainer, career advisor, strategist, and performance appraiser. Featuring diagnostic exercises, worksheets, and a listing of resources, The Manager as Coach will help readers develop the qualities and skills to align individual and organizational goals and forge dynamic, productive relationships.

The Manager as Coach

Gilley, Ann

Beyond the Learning Organization will help executives, managers, and human resource professionals put the concepts of the developmental organization” into practice. Experts in the field of human resource and organizational development, Jerry W. Gilley and Ann Maycunich examine how the latest advances in HR principles and practices (including recruiting, training, planning, career development, performance management, job design, and compensation and benefits) can be integrated to drive corporate renewal and growth. Ultimately, they outline a process for creating an organizational environment that is able to address a wide variety of competitive and strategic challenges, adapt to internal and external changes, and recognize and reward employees at all levels for contributing to corporate goals.

Beyond The Learning Organization: Creating a Culture of Continuous Growth and Development through State-of-the-Art Human Resource Practicies

Gilley, Jerry

Maycunich, Ann

Basic Books

Businesses of all shapes and sizes constantly struggle to balance the immediate demands of the market and shareholders against the cost of investing internally in the long-term development of their employees. And though many organizations draw up eloquent mission statements and proudly proclaim that ”our people are our greatest asset,” in practice they fail to make the commitment to employees in favor of meeting short-term goals. The net result is a failure to achieve a consistently high level of performance.In The Performance Challenge, Jerry W. Gilley, Nathaniel W. Boughton, and Ann Maycunich draw from their extensive research, teaching, and consulting experience to present a comprehensive approach to performance management that will help executives in any organization lear to establish a dynamic balance among people, processes, and strategic objectives. The cornerstone of this approach is the Performance Alignment Model, which consists of seven separate but interrelated steps: conducting stakeholder valuation improving job design establishing synergistic relationships applying performance coaching conducting developmental evaluations creating performance growth and development plans linking compensation and rewards to performance growth and development As executives learn to apply these principles simultaneously, they can pinpoint obstacles to performance improvement and create an environment that successfully assesses stakeholder needs and expectations; links employees' tasks and responsibilities directly to the company's strategic goals and objectives; provides opportunities for mentoring, skills development, and feedback to enhance performance; and rewards employees for entrepreneurship, leadership, teamwork, creativity, and loyalty. In the process, managers take on new roles as coaches, trainers, and counselors, while corporate leaders reward those who contribute to collaborative, creative problem solving.Ultimately, The Performance Challenge outlines a vision of a new type of corporate structurethe ”developmental” organizationdefined by its abilities to enhance the collective talent of its employees for the purposes of better serving its customers and shareholders.

The Performance Challenge

Gilley, Ann Maycunich

Boughton, Nathaniel W.

Organizational Learning, Performance, and Change presents the most current theoretical frameworks and practical applications in the field of human resource development. Drawing from the authors' pioneering research, this book offers the most comprehensive treatment of HRD theory and practice available, providing educators and practitioners alike with a rigorous approach to analyzing and launching successful HRD programs.

Organizational Learning, Performance, and Change: An Introduction to Strategic Human Resource Development

Economics

In this book, the authors integrate the three dominant approaches to organizational development-learning, performance, and change-to create a dynamic lens through which to analyze any HRD program or initiative.

Philosophy and Practice of Organizational Learning, Performance, and Change

Dean, Peter

Bierema, Laura

Increasingly, managers at all levels of the organization are being called upon to serve as "change agents," responsible for developing, implementing, and sustaining HRD initiatives, regardless of whether they have been formally trained to do so. In The Manager as Change Agent, Jerry W. Gilley, together with a team of experts in the field of internal consulting, offers a practical approach to developing the skills necessary for leading change in your organization, including motivating people who are resistant to change, resolving conflict, and building consensus.

The Manager as Change Agent: A Practical Guide to Developing High-Performance People and Organizations

Quatro, Scott A.

Quatro, Scott

Hoekstra, Erik

Whittle, Doug

Whittle, Doug D.

Job Hunting & Careers

In this fully revised and updated edition of Principles of Human Resource Development, the authors present a rigorous and comprehensive overview of the theory and practice of HRD. They provide the building blocks of human resource development and illustrate the relationships among all the components that constitute the field. Showcasing the various roles and practices of HRD-including organizational learning, instructional design, program planning and evaluation, and internal consulting-they identify concrete ways to improve the HRD practice in order to raise its visibility and enhance its credibility within the organization. An all-in-one resource, this book will be indispensable for educators, students, and human resource professionals alike.

Principles Of Human Resource Development

Eggland, Steven A.

This updated edition of Strategically Integrated HRD features the latest theoretical and practical insights on the strategic role of human resource development in organizations. The authors present a complete overview of HRD in the context of corporate strategy and performance, identifying all the key roles that HRD professionals can--and should--play, including: promoting a culture of continuous learning; aligning performance of individuals, teams, and units; improving organizational effectiveness; and adapting to change. A hands-on resource, Strategically Integrated HRD showcases the conceptual building blocks and practical tools to tap into the real power of the human resource function and outlines a detailed program for enhancing the role of HRD and integrating it seamlessly throughout the organization.

Strategically Integrated HRD: A Six- Step Approach To Creating Results-Driven Programs Performance (New Perspectives in Organizational Learning, Performance, an)

Business Development & Entrepreneurship

Stop Managing, Start Coaching! highlights the critical skill of performance coaching-demonstrating how managers can balance the roles of trainer, mentor, career coach, and confronter to improve productivity in the workplace. This pioneering guide shows how to: develop a practical and cost-effective human resource strategy and evaluate its effects on performance improvement; reinforce positive work traits through reward strategies; master and practice the art of employee ``self-esteeming''--the next step beyond employee empowerment.

Stop Managing, Start Coaching!: How Performance Coaching Can Enhance Commitment and Improve Productivity

Irwin Professional_Pub

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Books by Gilley, Jerry W.