Includes bibliographical references (pages 203-204).

The big picture. People leave managers, not companies ; The ABCs of Types A and B -- Managing for productivity. Motivating and demotivating : the power of beer ; Management without high standards isn't management at all ; "Bring me my shoes" : communicating without alienating ; All good managers lead by example ; Team building : find me a good cat herd ; The best managers I know were introverts ; The difference between management and leadership is overrated ; Evaluating without demoralizing ; Small things made a big difference ; Running meetings to increase productivity, not profanity ; Employee development : critical and neglected ; In praise of praise ; Managing people who are hard to manage ; The fine art of managing conflict ; Standing firm on accountability ; The one-word key to effective delegation ; Trust and respect ; The performing arts ; The joy of feeling valued ; Self-awareness : all managers need it ; Get help when you need to ; Take care of your people and they'll take care of you -- Putting it together. For Type A managers : boosting the B (turning down the volume) ; For Type B managers : adjusting the A (turning up the volume) ; The balance benefit ; how to make good management hires ; Many hats ; Your own skin -- Appendix. General Douglas MacArthur's principles of leadership.

"In The Type B Manager, Victor Lipman offers a unique lens through which to view the challenging problems of management. While management has long been considered the realm of Type A individuals--hard-driving, competitive high achievers--all too often these high-intensity traits aren't effective when it comes to motivating your employees. Many characteristics of Type B individuals--being more relaxed, less competitive, more reflective, slower to anger--can be considered "people skills" that better influence motivation and productivity. And successful management after all is the practice of accomplishing work through other people."--provided from Amazon.com.