Technical managers and the craft of influence
Article Abstract:
Technical specialists are sometimes reluctant to accept promotions to managerial positions, not wanting to let go of the safety of the specialist role. The newly promoted specialist may also not understand the managerial role, and the shift from being an individual achiever to being an influencer who enhances others' achievements. Technical managers need to be able to influence their subordinates in order to be effective, which in turn requires valuing the influence process. Successful persuasion requires proper preparation. The manager may then organize and present views to the subordinate, describing the situation and her or his response to it, and explaining what is desired. Nonverbal messages are also a major factor in influencing others, and should be consistent with verbal messages. Active listening is especially helpful when conflict and differences of opinion are a factor, or when complex or confusing issues arise.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1987
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Lessons from the Silicon Valley
Article Abstract:
Senior human resources (HR) professionals with 30 major high-technology firms in the San Francisco Bay and Silicon Valley areas of northern California were interviewed to determine the steps they were taking to recruit and retain good employees. The HR executives were asked to rate the top challenges they faced in the 1990s. The companies included Network Equipment Technologies Inc on employees referrals, 3Com Corp on employee stock options, and Acuson Corp on cafeteria benefit plans. The HR professionals listed four areas of concern affecting HR departments in the 1990s: recruiting and selecting high-quality employees, management development, employee relations and communications, and compensation and benefits plans.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1991
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Winning or striking out?
Article Abstract:
Companies should devote as much time to the personnel issues related to managers as they do to research, manufacturing, and advertising issues. The chief operating officer (COO) should develop an accurate view of the organization and its management staff, taking into account the overall age and experience of employees. The COO should then develop plans for work force improvement. If employee development activities do not give the desired results, the organization may have to hire from the outside. Managers should regularly be evaluated on the basis of standards for their particular position, based on what other employees have accomplished.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1991
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- Abstracts: Managed health care: managed costs? Profiting from trade-off analysis. Containing benefits costs for multinational corporations
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