Item description for How to Supervise People: Techniques for Getting Results through Others by Donald Ladew...
How to Supervise People is a thorough step-by-step guide for maximizing management skills. The tips in this reference are presented in concise lists and sections that span all management issues, such as developing communication, demonstrating leadership, and team coordination. Whether used as a handy reference or as a guide for long-term strategizing, this book is a surefire guide to effective leadership.
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Format: Abridged, Audiobook
Studio: Random House Audio
Est. Packaging Dimensions: Length: 6.98" Width: 4.33" Height: 0.84" Weight: 0.15 lbs.
Binding Audio Cassette
Release Date Mar 31, 1999
Publisher Random House Audio
ISBN 0375406050 ISBN13 9780375406058
Reviews - What do customers think about How to Supervise People: Techniques for Getting Results through Others?
A Good Read! Mar 21, 2001
Donald P. Ladew's book is exactly the sort of manual that all supervisors should have. While the ideas are not generally new, they are effective. The book concisely presents many tools for supervisors. You don't need to sort through jargon - just turn to the thorough, step-by-step lists and scan them for quick reference. The simple and easy-to-follow techniques provide all of a supervisor's essential tools. Experienced supervisors can use this book to refine their skills and improve any weak areas, while neophytes can use it to supplement their knowledge as they gain experience. We at getAbstract recommend this book to supervisors at all levels and to employees hoping to be promoted to supervisory roles. If you keep this straightforward guide in your top desk drawer and refer to it regularly, you can sound like an expert anytime.
The sixty-minute Supervisor Mar 16, 2001
The edition of this book that I read is part of the 'Sixty -Minute Training Series' published by the National Press Publications, a division of the Rockhurst College Continuing Education Center, Inc. It's the type of book that is handed out at two-day training seminars for new supervisors, i.e. heavy on bulleted lists and self-assessment quizzes, and somewhat light on content.
What does it mean to be a supervisor at a large to medium-size corporation, trapped as we are between the rock of upper management and the hard place inhabited by the people we are supposed to supervise? For one thing, it means we don't get much respect. Here is a direct quotation from the feedback section of my company's March newsletter:
"I see little contribution to our company's success when it comes to any employee in a supervisory/area leader role!"
Supervisors also don't get very much training (my company is a refreshing exception to this rule-although I'm not sure it helped in my case). Many of us come up through the technical ranks without a clue as to how to manage people instead of computers or warehouse stock or company finances. Therefore books like "How to Supervise People" can play an important role. This particular book, written by Donald P. Ladew, has valuable (although terse) guidelines in areas such as demonstrating leadership, handling people, team-building, and communication. At the beginning of each chapter, the author tells us what we're going to learn. Then the bullets and summaries come flying at us. We are given a brief pause to write up a plan, or reflect on the qualities of a supervisor we admire, or take a self-assessment quiz. The chapter then ends with yet another summary of what we should have learned. Biff. Bam. Boom. The End---an example of what the back cover calls an 'interactive format'.
I think books like "How to Supervise People" are particularly valuable for a quick review when I'm trying to solve a stressful, possibly long-term problem. It gives me a chance to organize my thoughts, come up with a plan to achieve a positive outcome (instead of giving in to my natural tendency to strangle the person who is causing the problem), and reflect on what I'm really trying to accomplish. Here is a list of the basic qualities that this book feels a supervisor should possess. I think it's a good one:
"1. Be an advocate for the people who report to you. 2. Be fair without playing favorites or being a 'pal.' 3. Create an environment where work can be accomplished. 4. Provide stability during times of change. 5. You must have courage."
Maybe I should post the above list on the wall of my cubicle, for those times when someone else claims that we supervisors make "little contribution"!