Almost any job or profession you can think of has a set of specific requirements for knowledge and skill that must be mastered. Managing and supervising the work of others is an exception. In part that is because the job of managing requires a range of social and technical skills that can vary widely depending on business circumstance. An infinite diversity of technologies, materials, markets and work skills can figure into the mix of the manager's job. The manager may be asked to coordinate technically skilled team players, or, alternatively, may need to discipline the application of basic skills to achievement of production goals. Materials may be common or exotic. Customers may have influence over or little concern for product quality and design. Work skills may be common or rare. Technology may be critical or peripheral. Some central managerial skills like accounting and finance can be trained. Mostly, they are dealt with as competences that are best left to specialists. Highly technical problems that demand specific training are, in general, treated as staff support jobs. The part of the job that always stays with the manager is that of working with and through other people to achieve cost-effective productivity using formal authority, personal influence, economic incentives and an understanding of organizing processes. As skill sets, these are very difficult to define. They blend and merge to become a personal suite of action strategies that are put to use as needed. Formal education and training can provide a summary focus, but only practice and experience can make them effective working tools. Much of managing and supervising is thus learned from experience on the job. The manager's challenge is to find a mentor who can guide him/her past the most critical traps and blunders. Much that passes for management training is, unfortunately, superficial or just wrong. Economic incentives are clearly basic but always insufficient. Application of authority is indispensable but can backfire or fail. Motivational programs can turn out to be all PR and noise. Workers may be satisfied and unproductive. Cost control measures can gut the core of product quality. Balancing it all can be a juggling act that daunts average intellectual and social skill. Managing and supervising skills can be learned on the job if failure is tolerated. Only limited trial and error can be accepted. The best available advice and mentoring is required for survival over the long course. The chapters of this book will provide the working manager with the knowledge necessary to accelerate learning and skill mastery. When put together in a coherent, working package through experience, that mastery rises to the professional level. The author, Dr. Glenn Bassett, applies his unusual range of practical and professional experience to defining and clarifying the requisite skill and knowledge. From his background as a working personnel executive, professor of management, GE corporate staffer, social science researcher, consultant and business school dean he critically and synergistically sorts out the realities of sound management practice. He deals with issues of authority and discipline rationally and realistically, disposing summarily of nearly all standard motivational theory. He challenges commonly offered "principles" of management showing that many are misleading or illusory. He lays out the principles of worker productivity that a manager must grasp to control cost and quality. What emerges is a description of the Manager's Craft that summarizes the knowledge and skill required of the working manager who must exercise control in the workplace, build commitment among colleagues, and sustain high quality, cost-effective productivity. This is an intellectually rigorous analysis applied to achievement of practical managerial results. This is The Manager's Craft.