Allcorn and Diamond argue that the workplace has become ever more threatening to employees, and that they respond by creating psychological defenses that make the workplace ever more dysfunctional. To keep organizations competitive and sustain the value of their stock, management demands constant improvements in their employees' performance, but often the result is just the opposite of what management wants. Allcorn and Diamond explore this process in depth, and introduce a comprehensive and internally consistent, psychologically informed model of human development and behavior, one that explains for the first time the nature of the psychologically defensive workplace. In doing so, they challenge readers to think systematically about the psychological side of the workplace and to understand the importance of dealing effectively with employee defensiveness. The result is an authoritative study with valuable lessons and immediate benefits for corporate executives, and for scholars and researchers in organizational behavor in the academic community. Allcorn and Diamond's model is applicable to understanding five aspects of the workplace: first, how individuals respond to its stresses and anxieties; second, the psychologically defensive nature of interpersonal relationships at work; third, what the psychologically defensive group processes are; fourth, the dynamics of psychological defenses; and fifth, how the model is used to understand the connection of all organizations to the larger society in which they are imbedded. The authors' goal is to help management understand what actually is going on in today's workplace, the consequence of downsizing and other cost-reduction initiatives, and how important it is for management for relieve the problems they cause.

Super series are a set of workbooks to accompany the flexible learning programme specifically designed and developed by the Institute of Leadership & Management (ILM) to support their Level 3 Certificate in First Line Management. The learning content is also closely aligned to the Level 3 S/NVQ in Management. The series consists of 35 workbooks. Each book will map on to a course unit (35 books/units).

Are you suffering from work-related stress? Feeling overwhelmed, exhausted, and short-tempered at work—and at home? Then you may have too much stress in your life. Stress is a serious problem that impacts not only your mental and physical health, but also your loved ones and your organization. So what can you do to address it? The HBR Guide to Managing Stress at Work will help you find a sustainable solution. It will help you reach the goal of getting on an even keel—and staying there. You’ll learn how to: • Harness stress so it spurs, not hinders, productivity • Create realistic and manageable routines • Aim for progress, not perfection • Make the case for a flexible schedule • Ease the physical tension of spending too much time at your computer • Renew yourself physically, mentally, and emotionally

You play it cool, letting your team take half days on Friday and overlooking the occasional latecomer to the office. You stand up for your people and make sure they know you’re there for them, but they still hate working for you. What gives? Well, you’re clearly screwing something up, and it’s time you find out what it is. It’s frustrating. You’ve put in the work and finally made it to the management team, and you haven’t stopped there. You show up first and leave last. You’re there every time one of your employees needs something. To any outsider looking in, you’re killing this management thing. But still, your employees want nothing to do with you. They scoff when you tell them what to do and suddenly get quiet when you walk into the room. You know you have to get your team behind you if you’re going to stay on the management team. Chances are it’s not about what you’re doing right--it’s about what you’re doing wrong. How Not to Manage is filled with interviews and stories of people who were being held back by the things they didn’t realize were working against them. The workplace is a minefield filled with politics and unspoken rules. This book is here to teach you: How you’re screwing it up and what to do about it How other people screwed it up before figuring it out What you should stop doing immediately What you should be doing more of Now, stop panicking and letting frustration hold you back. This book is the tool you need to get your team on your side and rock the manager title!

Becoming a manager is not a progression in your career, it's a move into an entirely new job, one that requires a unique set of skills. Get it right and you'll inspire your team to deliver outstanding results. But get it wrong and you'll create stress, apathy and dysfunction in your team. Penguin Business Expert Simon Birkenhead has been guiding first-time and established managers for over two decades, helping them implement his blueprint for success. Here he reveals his framework that clearly explains what you must do for your employees to be the best they possibly can. Learn how to: - Activate motivation - Set clear expectations - Provide effective feedback - Master your communication skills - Build a high-performance team culture Managing People is your complete guide to becoming a truly great manager for whom people want to do their best work.

Absolutely everybody in all types of organizations--business, professional, governmental, academic--has to make the critical leap to managing people for the first time. There are countless books on managing people but very little written from the perspective of the novice, someone faced with the daunting task of changing from following instructions to giving them. First published by Pitman, the book instantly caught on and was widely adopted in businesses and in particular the public sector. It has now been fully updated and revise to reflect recent changes theory and practice.

About the Book The world of work has changed dramatically. We now live in a world where the use of terms such as “hybrid working” and the “new normal” have become the norm, words never uttered in the world of work before the pandemic. Technology such as Zoom and Teams which now play a crucial and integral part in the way we work was unheard of. The new normal, whatever it is and whatever it will become, brings with it a host of new challenges for organisations and managers. These challenges are brand new and unique. They have not been explored or studied to establish best practices for the new normal we now work and live in. It has left organisations and managers disorientated. Whether you are a shareholder, a business owner, a CEO, a manager or the managed, this book outlines new thoughts and principles for managing people in the new normal based on mental health and wellbeing. New thought and principles that can leverage the human element to shift the thinking and behaviour of organisations. It presents an ideology based on human connection and wellbeing with the power to slingshot the working world into a far better and brighter future If you work, you must read!

The new IPD core management standards define the essentials for competently managing and developing people, and are compatible with an N/SVQ at level 4 in management. This book offers an introduction to working with people.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together