{"product_id":"making-it-happen-isbn-9780471642343","title":"Making It Happen","description":"Making It Happen: A Non-Technical Guide to ProjectManagement provides a fresh and clear approach to projectmanagement. Written in the form of a novel, it covers the basics ofproject management in a friendly, interesting, and memorable way.\u003cbr\u003e \u003cbr\u003e Will Campbell, a reasonably competent middle manager, issuddenly thrust into managing a high-profile project that couldmake or break his career. With no project management experience,and armed only with the guidance of his eccentric menror, Martha,Will learns the hard way. As Will navigates the rough seas ofcompany politics, treacherous competition, and a project swirlingout of control, he narrowly evades many pitfalls, and masters someindispensable project management tools along the way.\u003cbr\u003e \u003cbr\u003e Against the backdrop of this personal drama, a simple, rationalapproach to project management unfolds. Will's ability to graspthese principles is the key to his survival, and could be the keyto yours. Making It Happen enables the reader to transformrisky, real-life situations into success.\u003cbr\u003e * Provides a simple, non-technical approach, useful to anybusiness person involved in teams or managing projects\u003cbr\u003e * Offers practical tools and principles that will make anyproject a success: from office moves to product roll-outs, systemsimplementations to training program delivery, and everything inbetween\u003cbr\u003e * Boxes, definitions, and charts highlight key points andpractical project management tips. \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xvi\u003c\/p\u003e \u003cp\u003e\u003cb\u003eUnit 1 the Legal Landscape 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 1\u003c\/p\u003e \u003cp\u003eIntroduction to Hiring and\u003c\/p\u003e \u003cp\u003eSupervising Employees 3\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 4\u003c\/p\u003e \u003cp\u003eOverview of What’s to Come 4\u003c\/p\u003e \u003cp\u003eTales from the Field 5\u003c\/p\u003e \u003cp\u003eIncreased Competition 5\u003c\/p\u003e \u003cp\u003eThe Changing Labor Market 8\u003c\/p\u003e \u003cp\u003eHospitality Industry Jobs 8\u003c\/p\u003e \u003cp\u003eA Note About Ethics 9\u003c\/p\u003e \u003cp\u003eEthical Dilemma 10\u003c\/p\u003e \u003cp\u003eWorkforce Demographics Will Change 10\u003c\/p\u003e \u003cp\u003eNontraditional Workers 12\u003c\/p\u003e \u003cp\u003eIncreased Demand 12\u003c\/p\u003e \u003cp\u003eIndustry Remains Strong 14\u003c\/p\u003e \u003cp\u003eMotivations, Needs, and Expectations 15\u003c\/p\u003e \u003cp\u003eTraining and Motivation 15\u003c\/p\u003e \u003cp\u003eHands-on HRM 19\u003c\/p\u003e \u003cp\u003eChapter 2\u003c\/p\u003e \u003cp\u003eThe Hospitality Manager’s Legal Challenges 21\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 22\u003c\/p\u003e \u003cp\u003eEmployment Law and the Equal Employment Opportunity Commission 22\u003c\/p\u003e \u003cp\u003eTales from the Field 25\u003c\/p\u003e \u003cp\u003eIllegal Discrimination 25\u003c\/p\u003e \u003cp\u003eBona Fide Occupational Qualification 26\u003c\/p\u003e \u003cp\u003eEthical Dilemma 27\u003c\/p\u003e \u003cp\u003eThe Hooters Restaurant Chain 27\u003c\/p\u003e \u003cp\u003eSexual Harassment 28\u003c\/p\u003e \u003cp\u003eManagers Must Establish Guidelines and Policies 29\u003c\/p\u003e \u003cp\u003eState and Local Employment Laws 30\u003c\/p\u003e \u003cp\u003eAffirmative Action Plans 30\u003c\/p\u003e \u003cp\u003eThe Americans with Disabilities Act 31\u003c\/p\u003e \u003cp\u003eDisability Defined 32\u003c\/p\u003e \u003cp\u003eReasonable Accommodation 33\u003c\/p\u003e \u003cp\u003eAvoiding Illegal Questions and Practices Under the ADA 33\u003c\/p\u003e \u003cp\u003eAge Discrimination in Employment 34\u003c\/p\u003e \u003cp\u003eEqual Pay Act 34\u003c\/p\u003e \u003cp\u003eImmigration Reform and Control Act 35\u003c\/p\u003e \u003cp\u003eHands-on HRM 39\u003c\/p\u003e \u003cp\u003eChapter 3\u003c\/p\u003e \u003cp\u003eWage and Hour Laws Affecting Salaried, Hourly, and Tipped Employees 43\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 44\u003c\/p\u003e \u003cp\u003eA Brief History 44\u003c\/p\u003e \u003cp\u003eTales from the Field 45\u003c\/p\u003e \u003cp\u003eTip Credits and Tip Pools 47\u003c\/p\u003e \u003cp\u003eRegular Tips 50\u003c\/p\u003e \u003cp\u003eTip Retention 50\u003c\/p\u003e \u003cp\u003eSlow Shifts 50\u003c\/p\u003e \u003cp\u003eAdvance Notice 50\u003c\/p\u003e \u003cp\u003eTip Pools 51\u003c\/p\u003e \u003cp\u003eEthical Dilemma 52\u003c\/p\u003e \u003cp\u003eOvertime 52\u003c\/p\u003e \u003cp\u003eChanges in Overtime Law 53\u003c\/p\u003e \u003cp\u003eThe New Rules 55\u003c\/p\u003e \u003cp\u003eExecutive (Managerial) Exemption 55\u003c\/p\u003e \u003cp\u003eAdministrative Exemption 56\u003c\/p\u003e \u003cp\u003eProfessional Exemption 56\u003c\/p\u003e \u003cp\u003eLabor Costs, Profits, and Employee Morale 57\u003c\/p\u003e \u003cp\u003eHands-on HRM 61\u003c\/p\u003e \u003cp\u003eChapter 4\u003c\/p\u003e \u003cp\u003eCommon Law, Negligent Hiring, And Employee Rights 65\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 65\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 66\u003c\/p\u003e \u003cp\u003eCommon Law and Its Impact on the Workplace 66\u003c\/p\u003e \u003cp\u003eTales from the Field 67\u003c\/p\u003e \u003cp\u003eMcDonald’s Coffee Too Hot? 68\u003c\/p\u003e \u003cp\u003eEmployee Rights Under Common Law 69\u003c\/p\u003e \u003cp\u003eWrongful Discharge 69\u003c\/p\u003e \u003cp\u003eEthical Dilemma 71\u003c\/p\u003e \u003cp\u003eConstructive Discharge 71\u003c\/p\u003e \u003cp\u003eFalse Imprisonment, Defamation, and Invasion of Privacy 72\u003c\/p\u003e \u003cp\u003eDefamation of Character 72\u003c\/p\u003e \u003cp\u003eNegligent Hiring and Negligent Retention 74\u003c\/p\u003e \u003cp\u003eHands-on HRM 78\u003c\/p\u003e \u003cp\u003eChapter 5\u003c\/p\u003e \u003cp\u003eWorking with Unions 81\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 82\u003c\/p\u003e \u003cp\u003eStates and Metro Areas with a Large Union Concentration 82\u003c\/p\u003e \u003cp\u003eTales from the Field 83\u003c\/p\u003e \u003cp\u003eThe National Labor Relations Act 83\u003c\/p\u003e \u003cp\u003eThe Taft-Hartley Act and Right-to-Work Laws 84\u003c\/p\u003e \u003cp\u003eLocal Unions 85\u003c\/p\u003e \u003cp\u003eEthical Dilemma 86\u003c\/p\u003e \u003cp\u003eNational Unions 87\u003c\/p\u003e \u003cp\u003eMultiunion Associations 87\u003c\/p\u003e \u003cp\u003eWhy Employees Join Unions 88\u003c\/p\u003e \u003cp\u003eThe Union Organization Process 89\u003c\/p\u003e \u003cp\u003eEmployers May Not Retaliate 89\u003c\/p\u003e \u003cp\u003eThe Union Contract 89\u003c\/p\u003e \u003cp\u003eManagement Challenges When Working with Unions 90\u003c\/p\u003e \u003cp\u003eCreating a Positive Work Environment 91\u003c\/p\u003e \u003cp\u003eHands-on HRM 94\u003c\/p\u003e \u003cp\u003e\u003cb\u003eUnit 2 the Employee Selection Process 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 6\u003c\/p\u003e \u003cp\u003eJob Descriptions and Job Specifications 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 99\u003c\/p\u003e \u003cp\u003eThe Employee Selection Process 100\u003c\/p\u003e \u003cp\u003eJob Descriptions 100\u003c\/p\u003e \u003cp\u003eTales from the Field 101\u003c\/p\u003e \u003cp\u003eEssential Elements 101\u003c\/p\u003e \u003cp\u003ePerformance Standards 104\u003c\/p\u003e \u003cp\u003eEthical Dilemma 105\u003c\/p\u003e \u003cp\u003eContents vii\u003c\/p\u003e \u003cp\u003eEssentials for Success 106\u003c\/p\u003e \u003cp\u003eJob Specifications 107\u003c\/p\u003e \u003cp\u003eOne Size Does Not Fit All 111\u003c\/p\u003e \u003cp\u003eHands-on HRM 114\u003c\/p\u003e \u003cp\u003eChapter 7\u003c\/p\u003e \u003cp\u003eThe Employee Handbook 117\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 117\u003c\/p\u003e \u003cp\u003eRationale for Employee Handbooks 118\u003c\/p\u003e \u003cp\u003eTales from the Field 119\u003c\/p\u003e \u003cp\u003eEmployee Handbooks Are Common in Large Operations 119\u003c\/p\u003e \u003cp\u003eEmployees Must Sign for It 119\u003c\/p\u003e \u003cp\u003eA Well-Crafted Employee Handbook 120\u003c\/p\u003e \u003cp\u003eWrite It Yourself but Have an Attorney Review It 120\u003c\/p\u003e \u003cp\u003eEthical Dilemma 122\u003c\/p\u003e \u003cp\u003eBe Clear, Concise, and Consistent 122\u003c\/p\u003e \u003cp\u003eSetting the Proper Tone in the Introduction 122\u003c\/p\u003e \u003cp\u003eLegal Issues and Disclaimers 123\u003c\/p\u003e \u003cp\u003eProbationary Period, Trial Period, or Training Period? 125\u003c\/p\u003e \u003cp\u003eWhat to Include in the Employee Handbook 125\u003c\/p\u003e \u003cp\u003eHands-on HRM 130\u003c\/p\u003e \u003cp\u003eChapter 8\u003c\/p\u003e \u003cp\u003eAdvertising and Recruiting 133\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 133\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 133\u003c\/p\u003e \u003cp\u003eThe Labor Market and the Labor Pool\u003c\/p\u003e \u003cp\u003e134\u003c\/p\u003e \u003cp\u003eThe Internet Expands the Labor Market\u003c\/p\u003e \u003cp\u003e134\u003c\/p\u003e \u003cp\u003eTales from the Field 135\u003c\/p\u003e \u003cp\u003eSmaller Operations Have Some Advantages 135\u003c\/p\u003e \u003cp\u003eEmployee Turnover 136\u003c\/p\u003e \u003cp\u003eTales from the Field 137\u003c\/p\u003e \u003cp\u003eIdentifying Potential Job Applicants 139\u003c\/p\u003e \u003cp\u003eEmployee Referrals 139\u003c\/p\u003e \u003cp\u003ePaying a Referral Bonus 140\u003c\/p\u003e \u003cp\u003eRecruiting Is Marketing 140\u003c\/p\u003e \u003cp\u003eWalk-In Applicants 141\u003c\/p\u003e \u003cp\u003eEthical Dilemma 142\u003c\/p\u003e \u003cp\u003eWalk-In Applicants Should Be Welcome 142\u003c\/p\u003e \u003cp\u003eAdvertising for Job Applicants 143\u003c\/p\u003e \u003cp\u003eHelp-Wanted Ads Have Some Limitations 143\u003c\/p\u003e \u003cp\u003eDiversity—The New Workforce 145\u003c\/p\u003e \u003cp\u003eTargeting the New Workforce 147\u003c\/p\u003e \u003cp\u003eHot Buttons 148\u003c\/p\u003e \u003cp\u003eLanguage Solutions for Managers and Supervisors 148\u003c\/p\u003e \u003cp\u003eHands-on HRM 152\u003c\/p\u003e \u003cp\u003eChapter 9\u003c\/p\u003e \u003cp\u003eApplications, Interviews, and Background Checks 155\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 155\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 156\u003c\/p\u003e \u003cp\u003eThe Job Application 156\u003c\/p\u003e \u003cp\u003eTales from the Field 157\u003c\/p\u003e \u003cp\u003eA Fact-Finding Form 157\u003c\/p\u003e \u003cp\u003ePersonal Data 157\u003c\/p\u003e \u003cp\u003eEmployment Status 160\u003c\/p\u003e \u003cp\u003eEducation and Skills 160\u003c\/p\u003e \u003cp\u003eWork History 160\u003c\/p\u003e \u003cp\u003eReferences 160\u003c\/p\u003e \u003cp\u003eTales from the Field 161\u003c\/p\u003e \u003cp\u003eSignature Line 161\u003c\/p\u003e \u003cp\u003eAnalyzing Application Forms 163\u003c\/p\u003e \u003cp\u003ePreparing for the Job Interview 164\u003c\/p\u003e \u003cp\u003eThe Job Interview 165\u003c\/p\u003e \u003cp\u003eProcess Is a Two-Way Street 165\u003c\/p\u003e \u003cp\u003eConducting the Interview 166\u003c\/p\u003e \u003cp\u003eThe Applicant Should Do Most of the Talking 167\u003c\/p\u003e \u003cp\u003eDon’t Oversell the Position 167\u003c\/p\u003e \u003cp\u003eCheck for Any “Knockout Factors” 167\u003c\/p\u003e \u003cp\u003eClosed-Ended and Open-Ended Questions 168\u003c\/p\u003e \u003cp\u003eSituational and Behavioral Questions 169\u003c\/p\u003e \u003cp\u003eHow Long Should the Interview Last?\u003c\/p\u003e \u003cp\u003e170\u003c\/p\u003e \u003cp\u003eQuestions to Avoid 170\u003c\/p\u003e \u003cp\u003eThe Job Offer 172\u003c\/p\u003e \u003cp\u003eThe Act of the Employee 172\u003c\/p\u003e \u003cp\u003eEthical Dilemma 173\u003c\/p\u003e \u003cp\u003eBackground Checks 174\u003c\/p\u003e \u003cp\u003eWhy Conduct Background Checks? 174\u003c\/p\u003e \u003cp\u003eObtaining the Applicant’s Permission 176\u003c\/p\u003e \u003cp\u003eMany Employees Have Skeletons in Their Closets 177\u003c\/p\u003e \u003cp\u003eWho Performs Background Checks? 178\u003c\/p\u003e \u003cp\u003eWho Should Be Checked? 178\u003c\/p\u003e \u003cp\u003eReference Checks 180\u003c\/p\u003e \u003cp\u003eShould I Give References on a Previous Employee? 180\u003c\/p\u003e \u003cp\u003eHands-on HRM 185\u003c\/p\u003e \u003cp\u003e\u003cb\u003eUnit 3 Orientation And Training 189\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 10\u003c\/p\u003e \u003cp\u003eNew-employee Orientation 191\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 191\u003c\/p\u003e \u003cp\u003eStarting off on the Right Foot 192\u003c\/p\u003e \u003cp\u003eThe Need for New-Employee Orientation 192\u003c\/p\u003e \u003cp\u003eTales from the Field 193\u003c\/p\u003e \u003cp\u003eBenefits of Orientation 193\u003c\/p\u003e \u003cp\u003eThe Benefits to the Company Overall\u003c\/p\u003e \u003cp\u003e194\u003c\/p\u003e \u003cp\u003eThe Benefits to the Supervisor and to Management 194\u003c\/p\u003e \u003cp\u003eThe Benefits to the Employee 194\u003c\/p\u003e \u003cp\u003eOrientation Programs 195\u003c\/p\u003e \u003cp\u003eEthical Dilemma 198\u003c\/p\u003e \u003cp\u003eMake New-Employee Orientation Fun 198\u003c\/p\u003e \u003cp\u003eAvoid Common Mistakes 199\u003c\/p\u003e \u003cp\u003eWork with a Checklist 199\u003c\/p\u003e \u003cp\u003eBefore the New Employee Arrives 200\u003c\/p\u003e \u003cp\u003eFirst Day on the Job 200\u003c\/p\u003e \u003cp\u003eDuring the First Week 200\u003c\/p\u003e \u003cp\u003eTales from the Field 201\u003c\/p\u003e \u003cp\u003eHands-on HRM 204\u003c\/p\u003e \u003cp\u003eChapter 11\u003c\/p\u003e \u003cp\u003eTraining to Performance Standards 207\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 208\u003c\/p\u003e \u003cp\u003eTraining Now and Development Later 208\u003c\/p\u003e \u003cp\u003eBenefits of Training and Development 209\u003c\/p\u003e \u003cp\u003eTales from the Field 211\u003c\/p\u003e \u003cp\u003ePerformance Standards and Needs Assessment 211\u003c\/p\u003e \u003cp\u003eUnderstanding Performance Management 212\u003c\/p\u003e \u003cp\u003eEthical Dilemma 213\u003c\/p\u003e \u003cp\u003eImportance of Performance Standards 213\u003c\/p\u003e \u003cp\u003eContents ix\u003c\/p\u003e \u003cp\u003ePerformance Standards and Training 214\u003c\/p\u003e \u003cp\u003eHow to Set Performance Standards 214\u003c\/p\u003e \u003cp\u003eDetermining Training Needs 216\u003c\/p\u003e \u003cp\u003eApproaches to Needs Assessment 218\u003c\/p\u003e \u003cp\u003eDetermining Training Objectives 218\u003c\/p\u003e \u003cp\u003eLearning Principles 219\u003c\/p\u003e \u003cp\u003eConsiderations When Selecting Training Techniques 220\u003c\/p\u003e \u003cp\u003eTraining Methods 221\u003c\/p\u003e \u003cp\u003eProblems Associated with OJT 222\u003c\/p\u003e \u003cp\u003eProblems with Job Rotation and Cross-training 223\u003c\/p\u003e \u003cp\u003eTrain the Trainer Programs 223\u003c\/p\u003e \u003cp\u003eOff-the-Job Training Methods 224\u003c\/p\u003e \u003cp\u003eIncreased Use of Technology 224\u003c\/p\u003e \u003cp\u003eOther Training Methods 226\u003c\/p\u003e \u003cp\u003eInternships 226\u003c\/p\u003e \u003cp\u003eRole Playing 226\u003c\/p\u003e \u003cp\u003eCase Study 226\u003c\/p\u003e \u003cp\u003eSelf-Study 227\u003c\/p\u003e \u003cp\u003eEvaluating Training 227\u003c\/p\u003e \u003cp\u003eHands-on HRM 231\u003c\/p\u003e \u003cp\u003e\u003cb\u003eUnit 4 Communication And Motivation 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 12\u003c\/p\u003e \u003cp\u003ePerformance Appraisals That Work 237\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 237\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 238\u003c\/p\u003e \u003cp\u003eEveryone Benefits from Effective Performance Appraisals 238\u003c\/p\u003e \u003cp\u003eInformal and Formal Appraisals 239\u003c\/p\u003e \u003cp\u003eCommon Performance Appraisal Problems 240\u003c\/p\u003e \u003cp\u003eTales from the Field 241\u003c\/p\u003e \u003cp\u003eUnderstanding Rater Biases 242\u003c\/p\u003e \u003cp\u003eThe Halo-or-Horns Effect 242\u003c\/p\u003e \u003cp\u003eThe Error of Central Tendency 243\u003c\/p\u003e \u003cp\u003eThe Leniency and Strictness Biases 243\u003c\/p\u003e \u003cp\u003eCross-Cultural Biases 243\u003c\/p\u003e \u003cp\u003ePersonal Prejudice 243\u003c\/p\u003e \u003cp\u003eThe Recency Effect 244\u003c\/p\u003e \u003cp\u003eSimilar-to-Me Bias 244\u003c\/p\u003e \u003cp\u003eOvercoming Obstacles and Reducing Errors 244\u003c\/p\u003e \u003cp\u003ePerformance Appraisal Methods 244\u003c\/p\u003e \u003cp\u003eEthical Dilemma 245\u003c\/p\u003e \u003cp\u003eRating Scales 245\u003c\/p\u003e \u003cp\u003eChecklists 247\u003c\/p\u003e \u003cp\u003eForced Choice Method 248\u003c\/p\u003e \u003cp\u003eCritical Incidents Method 249\u003c\/p\u003e \u003cp\u003eBehaviorally Anchored Rating Scales 250\u003c\/p\u003e \u003cp\u003eSelf-Appraisals 252\u003c\/p\u003e \u003cp\u003e360-Degree Performance Appraisal 252\u003c\/p\u003e \u003cp\u003eEvaluation Interviews and Employee Counseling 253\u003c\/p\u003e \u003cp\u003eLegal Constraints in Performance Appraisals 254\u003c\/p\u003e \u003cp\u003eHands-on HRM 257\u003c\/p\u003e \u003cp\u003eChapter 13\u003c\/p\u003e \u003cp\u003eEffective Communication And Feedback 261\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 261\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 262\u003c\/p\u003e \u003cp\u003eThe Communication Process 262\u003c\/p\u003e \u003cp\u003eAn Example from Marriott 262\u003c\/p\u003e \u003cp\u003eTales from the Field 263\u003c\/p\u003e \u003cp\u003eWhich Communication Method Is Best? 263\u003c\/p\u003e \u003cp\u003eThe Employee Grapevine 264\u003c\/p\u003e \u003cp\u003eDownward and Upward Communication 265\u003c\/p\u003e \u003cp\u003eTales from the Field 267\u003c\/p\u003e \u003cp\u003eVerbal and Written Communication 267\u003c\/p\u003e \u003cp\u003eEthical Dilemma 269\u003c\/p\u003e \u003cp\u003eThe Information Superhighway 269\u003c\/p\u003e \u003cp\u003eCorporate Web-Surfing Policies 271\u003c\/p\u003e \u003cp\u003eCommon Obstacles to Effective Communication 271\u003c\/p\u003e \u003cp\u003eCultural Differences 272\u003c\/p\u003e \u003cp\u003eDifferences in Background 272\u003c\/p\u003e \u003cp\u003ePrejudices and Perceptions 273\u003c\/p\u003e \u003cp\u003eAssumptions and Expectations 274\u003c\/p\u003e \u003cp\u003eEmotions 274\u003c\/p\u003e \u003cp\u003eOvercoming Barriers to Effective Communication 275\u003c\/p\u003e \u003cp\u003eActive and Passive Listening 275\u003c\/p\u003e \u003cp\u003eProviding Effective Feedback 276\u003c\/p\u003e \u003cp\u003eThe Role of Positive Feedback 276\u003c\/p\u003e \u003cp\u003eThe Role of Negative Feedback 277\u003c\/p\u003e \u003cp\u003eGuidelines for Providing Feedback That Works 277\u003c\/p\u003e \u003cp\u003eHands-on HRM 281\u003c\/p\u003e \u003cp\u003eChapter 14\u003c\/p\u003e \u003cp\u003eEmployee Discipline 285\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 285\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 286\u003c\/p\u003e \u003cp\u003eCauses for Discipline 286\u003c\/p\u003e \u003cp\u003eCause 1: Rules and Procedures Are Vaguely Written, Misunderstood, and Ignored 286\u003c\/p\u003e \u003cp\u003eTales from the Field 287\u003c\/p\u003e \u003cp\u003eHow to Ensure Acceptance and Compliance 288\u003c\/p\u003e \u003cp\u003eCause 2: Employees Lack Sufficient Abilities, Knowledge, Skills, or Aptitude 289\u003c\/p\u003e \u003cp\u003eCause 3: Employees Have Personality and Motivational Problems 290\u003c\/p\u003e \u003cp\u003eCause 4: Troublesome Environmental Factors 291\u003c\/p\u003e \u003cp\u003ePreventive and Corrective Discipline 291\u003c\/p\u003e \u003cp\u003eOral or Verbal Warning 293\u003c\/p\u003e \u003cp\u003eWritten Warning 293\u003c\/p\u003e \u003cp\u003eSuspension 293\u003c\/p\u003e \u003cp\u003eEthical Dilemma 294\u003c\/p\u003e \u003cp\u003eTermination 294\u003c\/p\u003e \u003cp\u003eSix Discipline Don’ts 295\u003c\/p\u003e \u003cp\u003eDon’t Regard Discipline as Punishment\u003c\/p\u003e \u003cp\u003e295\u003c\/p\u003e \u003cp\u003eDon’t Make Discipline a Me Against You Confrontation 296\u003c\/p\u003e \u003cp\u003eDon’t Do Too Little Too Late 296\u003c\/p\u003e \u003cp\u003eDon’t Create New Rules “on the Fly” 297\u003c\/p\u003e \u003cp\u003eDon’t Take a Nonprogressive Approach Unless Unavoidable 297\u003c\/p\u003e \u003cp\u003eDon’t Ignore the Root Causes 297\u003c\/p\u003e \u003cp\u003eFive Discipline Dos 297\u003c\/p\u003e \u003cp\u003eDo Thoroughly Investigate 298\u003c\/p\u003e \u003cp\u003eDo Confront the Employee 298\u003c\/p\u003e \u003cp\u003eDo Get a Commitment 300\u003c\/p\u003e \u003cp\u003eDo Use Progressive Discipline When Possible 300\u003c\/p\u003e \u003cp\u003eDo Follow Up on Employee Discipline\u003c\/p\u003e \u003cp\u003e300\u003c\/p\u003e \u003cp\u003eWhen to Terminate an Employee 301\u003c\/p\u003e \u003cp\u003eLegal Implications When Terminating an Employee 302\u003c\/p\u003e \u003cp\u003eGuidelines for Terminating an Employee\u003c\/p\u003e \u003cp\u003e303\u003c\/p\u003e \u003cp\u003eHands-on HRM 306\u003c\/p\u003e \u003cp\u003eContents xi\u003c\/p\u003e \u003cp\u003eChapter 15\u003c\/p\u003e \u003cp\u003eEmployee Motivation Through Quality Leadership 311\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Objectives 311\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHRM in Action 312\u003c\/p\u003e \u003cp\u003eRelationship between Leadership and Motivation 312\u003c\/p\u003e \u003cp\u003eMotivational Theories 313\u003c\/p\u003e \u003cp\u003eEarly Theories of Motivation 313\u003c\/p\u003e \u003cp\u003eThe Traditional Model 313\u003c\/p\u003e \u003cp\u003eTales from the Field 314\u003c\/p\u003e \u003cp\u003eThe Human Relations Model 314\u003c\/p\u003e \u003cp\u003eThe Human Resources Model 315\u003c\/p\u003e \u003cp\u003eLater Theories of Motivation 316\u003c\/p\u003e \u003cp\u003eMaslow’s Hierarchy of Needs 316\u003c\/p\u003e \u003cp\u003eHerzberg’s Motivation-Hygiene Theory 317\u003c\/p\u003e \u003cp\u003eModern Approaches to Motivation 318\u003c\/p\u003e \u003cp\u003eThe Expectancy Approach 319\u003c\/p\u003e \u003cp\u003eImplications for Hospitality Managers 319\u003c\/p\u003e \u003cp\u003eEthical Dilemma 320\u003c\/p\u003e \u003cp\u003eMaking the Reward System Cost-Effective 321\u003c\/p\u003e \u003cp\u003eThe Equity Theory 322\u003c\/p\u003e \u003cp\u003ePutting Motivational Practices to Work 322\u003c\/p\u003e \u003cp\u003eEmployees Seek Praise 322\u003c\/p\u003e \u003cp\u003eEmployees Seek Convenience 323\u003c\/p\u003e \u003cp\u003eEmployees Seek Fun 323\u003c\/p\u003e \u003cp\u003eEmployees Seek Money 323\u003c\/p\u003e \u003cp\u003eEmployees Seek Importance 324\u003c\/p\u003e \u003cp\u003eEmployees Seek Success 324\u003c\/p\u003e \u003cp\u003eEmployees Seek Advancement 325\u003c\/p\u003e \u003cp\u003eWhat Is Leadership? 325\u003c\/p\u003e \u003cp\u003eEarly Leadership Theories 325\u003c\/p\u003e \u003cp\u003eModern Views and Charismatic Leadership 327\u003c\/p\u003e \u003cp\u003eFormal and Informal Authority 327\u003c\/p\u003e \u003cp\u003eDeciding Whom to Promote 328\u003c\/p\u003e \u003cp\u003eTechnical Skills 328\u003c\/p\u003e \u003cp\u003eHuman Relations Skills 328\u003c\/p\u003e \u003cp\u003eConceptual Skills 328\u003c\/p\u003e \u003cp\u003eWhat’s Your Style? 329\u003c\/p\u003e \u003cp\u003eWhich Style Is Best? 329\u003c\/p\u003e \u003cp\u003eHands-on HRM 334\u003c\/p\u003e \u003cp\u003eIndex 339\u003c\/p\u003e \"...a novelty in helping non-project managers understand what aproject is and, above all, the art and science of projectmanagement. Easy to read, it captures an approach I would recommendto anyone.\"\u003cbr\u003e -- Dr. Calin Popescu, Professor of Engineering and ProjectManagement, University of Texas at Austin\u003cbr\u003e \u003cbr\u003e \"[Mackenzie Kyle has] put a proven process for planning andmanaging projects into a great read.\"\u003cbr\u003e -- Richard Pearson, Managing Director, Priority ManagementHong Kong\u003cbr\u003e \u003cbr\u003e \"Making It Happen is not only an easy read, laying outthe fundamentals of organizing projects, but also brings to lifethe concepts.\"\u003cbr\u003e -- Gary Hamer, BC Gas Mackenzie Kyle is the Principle of the Beringer Group and an associate at Manageering, a firm specializing in project management consulting and training. He has spent the last 15 years working on a variety of project management related assignments at organizations in Canada, the United States, Australia, New Zealand, and Asia.  \u003ci\u003eMaking It Happen: A Non-Technical Guide to Project Management\u003c\/i\u003e provides a fresh and clear approach to project management. Written in the form of a novel, it covers the basics of project management in a friendly, interesting, and memorable way.  \u003cp\u003eWill Campbell, a reasonably competent middle manager, is suddenly thrust into managing a high-profile project that could make or break his career. With no project management experience, and armed only with the guidance of his eccentric menror, Martha, Will learns the hard way. As Will navigates the rough seas of company politics, treacherous competition, and a project swirling out of control, he narrowly evades many pitfalls, and masters some indispensable project management tools along the way.\u003c\/p\u003e \u003cp\u003eAgainst the backdrop of this personal drama, a simple, rational approach to project management unfolds. Will's ability to grasp these principles is the key to his survival, and could be the key to yours. \u003ci\u003eMaking It Happen\u003c\/i\u003e enables the reader to transform risky, real-life situations into success.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eProvides a simple, non-technical approach, useful to any business person involved in teams or managing projects\u003c\/li\u003e \u003cli\u003eOffers practical tools and principles that will make any project a success: from office moves to product roll-outs, systems implementations to training program delivery, and everything in between\u003c\/li\u003e \u003cli\u003eBoxes, definitions, and charts highlight key points and practical project management tips.\u003c\/li\u003e \u003c\/ul\u003e  \"...a novelty in helping non-project managers understand what a project is and, above all, the art and science of project management. Easy to read, it captures an approach I would recommend to anyone.\" \u003cbr\u003e  — Dr. Calin Popescu, Professor of Engineering and Project Management, University of Texas at Austin  \u003cp\u003e\"[Mackenzie Kyle has] put a proven process for planning and managing projects into a great read.\"\u003cbr\u003e  — Richard Pearson, Managing Director, Priority Management Hong Kong\u003c\/p\u003e \u003cp\u003e\"\u003ci\u003eMaking It Happen\u003c\/i\u003e is not only an easy read, laying out the fundamentals of organizing projects, but also brings to life the concepts.\"\u003cbr\u003e  — Gary Hamer, BC Gas\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989555560677,"sku":"NP9780471642343","price":29.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471642343.jpg?v=1761784580","url":"https:\/\/k12savings.com\/es\/products\/making-it-happen-isbn-9780471642343","provider":"K12savings","version":"1.0","type":"link"}