Introduction
Chapter 1 - Mistakes in Dealing with Workers
1-1: Setting one worker against another
1-2: Showing favoritism not based on performance
1-3: Continuing to deal as a co-worker with people you now manage
1-4: Talking about a worker's personal issues with others
1-5: Taking workers for granted
1-6: Criticizing without complimenting
1-7: Being too lax with your workgroup
1-8: Being too strict with your workgroup
1-9: Not keeping your workers fully trained
1-10: Not encouraging your workers to improve
1-11: Permitting workers who need to work together to compete
1-12: Holding on to workers when they want to leave
Chapter 2 - Mistakes in Dealing with Performance
2-1: Not having clear objectives
2-2: Not having clear standards
2-3: Not arranging for feedback
2-4: Praising without knowing the facts
2-5: Not noticing good work
2-6: Not dealing with substandard work
2-7: Not allowing workers to make their own mistakes
2-8: Rewarding safe mediocrity
2-9: Using only one can win rewards
2-10: Expecting the annual performance review to improve performance
2-11: Not using appropriate competition with other workgroups as a motivator
Chapter 3 - Mistakes in Making Assignments
3-1: Giving assignments that aren't clear
3-2: Always delegating to the same few workers
3-3: Keeping the most challenging work for yourself
3-4: Delegating without controls
3-7: Giving poorly done work to someone else to complete
3-8: Letting a worker delegate back to you
3-9: Letting workers play that's not my job
Chapter 4 - Mistakes in Dealing with Your Customers
4-1: Ignoring customers
4-2: Substituting your judgment for thatof your customers
4-3: Not letting workers deal with their customers
4-4: Treating all of your customers as though they were alike
4-5: Not seeing your customers' changing needs
4-6: Refusing to work with your customers
4-7: Not educating your customers
4-8: Ignoring your suppliers
4-9: Not being a good customer
Chapter 5 - Mistakes in Providing Information
5-1: Not keeping your workgroup informed
5-2: Giving your workgroup incomplete information
5-3: Not keeping your workers aware of the big picture
5-4: Not keeping your boss informed
5-5: Getting caught up in the office rumor mill
5-6: Not inviting negative information from your boss
5-7: Not inviting negative information from your workgroup
5-8: Not passing information to other managers
Chapter 6 - Mistakes in Relationships with Other Workgroups
6-1: Letting your workgroup hold a grudge against another workgroup
6-2: Letting your workgroup take competition between workgroups too seriously
6-3: Letting your workgroup look down on other workgroups
6-4: Letting your workgroup blame problems on other workgroups
6-5: Letting other managers steal workers from you
6-6: Letting other workgroups take oer parts of your workgroup's mission
6-7: Accepting boring or no-win duties for your workgroup from other workgroups
Chapter 7 - Mistakes in Using Technology
7-1: Rejecting new technology
7-2: Getting technology for technology's sake
7-3: Letting someone else be responsible for picking new technology for your workgroup
7-4: Not letting workers use technology fully
7-5: Trying to solve performance problems with technology
7-6: Automating an existing process without improving it first
7-7: Letting technology make work more boring for the workgroup
Chapter 8 - Mistakes in Managing Teams
8-1: Trying to manage a team as a traditional supervisor
8-2: Not developing commitment to the team's mission
8-3: Dealing with team members solely as individuals
8-4: Not developing and living by team norms
8-5: Pushing the team to make decisions too quickly
8-6: Not supporting the team
8-7: Trying to prevent the team from surfacing and resolving conflict
Chapter 9 - Mistakes in Dealing with Your Boss
9-1: Not recognizing your boss' important issues
9-2: Not working to make your boss successful
9-3: Knuckling under to your boss
9-4: Not acting like a team player
9-5: Not taking on high-payoff but risky assignments
9-6: Taking on risky projects with little payoff
9-7: Telling your boss that's not my job
9-8: Not representing your workers to your boss
9-9: Not representing your boss to your workers
9-10: Going along with your boss' unethical behavior
Chapter 10 - Mistakes in Your Reactions as Part of the Organization
10-1: Not seeing the big picture
10-2: Not working with other managers
10-3: Badmouthing your boss, other managers, or the organization
10-4: Not carrying your share of the load
10-5: Not looking at problems in depth
10-6: Being too narrow in your approach to problems
10-7: Ignoring office politics
10-8: Not understanding and following the organization's culture
10-9: Letting the job get to you
Chapter 11 - Mistakes in Essential Management Skills
11-1: Not keeping your word
11-2: Not understanding that workers really are different from one another
11-3: Concentrating on mistakes, not learning
11-4: Judging workers, not their behavior
11-5: Not getting the facts first
11-6: Trying to manage by criticism and fear
11-7: Being defensive to criticism
11-8: Not building a trusting atmosphere
11-9: Not making the workgroup mission clear
11-10: Not training and developing workers
11-11: Not helping new workers develop self-management skills
11-12: Not networking with other managers
Index
