Be a Great Manager Now!: The 2-in-1 Manager: Speed Read - Instant Tips; Big Picture - Lasting Results VitalSource eText : 9781292119694

Be a Great Manager Now!: The 2-in-1 Manager: Speed Read - Instant Tips; Big Picture - Lasting Results VitalSource eText

 
Edition
 
1
ISBN
 
9781292119694
ISBN 10
 
1292119691
Published
 
18/05/2016
Published by
 
Pearson United Kingdom
Pages
 
Format
 
 
Title type
eBook
$23.49
 
 
 
Description

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About the book

Discover how to Be a Great Manager – Now!

This 2-in-1 guide is designed to help you become a more effective manager in an instant, whilst giving you the deeper knowledge to ensure long-lasting results.

With the unique 2-in-1 approach, you can learn your way. Use the seven Speed Read tips immediately, then take your time exploring the Big Picture chapters.

  • Understand how to be a great manager − quickly
  • Effectively manage the issues that teams face
  • Communicate with confidence and get the right message across
  • Encourage your staff for exceptional performance and professional development

As an ambitious manager, you need the right information at the right time to help you advance in your career. The 2-in-1 Manager will ensure you improve and succeed in business, right now and in the future.

Table of contents
About the author

Publisher's acknowledgments

Foreword



1. THINK LIKE A MANAGER

Speed Read
1.1 The transit from 'involvement' to 'co-ordination'

1.2 Know your job
1.3 Ask, don’t assume (1)
1.4 The (un)social network
1.5 Managing change
1.6 Old vision, new perspective
1.7 Get proactive

Big Picture

1.1 The transit from 'involvement' to 'co-ordination'

1.2 Know your job
1.3 Ask, don’t assume (1)
1.4 The (un)social network
1.5 Managing change
1.6 Old vision, new perspective
1.7 Get proactive



2. MAKING TEAMS WORK

Speed Read
2.1 Know what a team is
2.2 Know your team

2.3 Right person right task
2.4 Dealing with disputes and problems
2.5 Challenging perceived favouritism or discrimination
2.6 360° feedback for all
2.7 There is a 'me' in team



Big Picture

2.1 Know what a team is
2.2 Know your team

2.3 Right person right task
2.4 Dealing with disputes and problems
2.5 Challenging perceived favouritism or discrimination
2.6 360° feedback for all
2.7 There is a 'me' in team



3. DEVELOPING STAFF

Speed Read
3.1 Best invest in your staff
3.2 Coaching as a management tool
3.3 Making appraisals work
3.4 Making the TNA meaningful
3.5 Training your team
3.6 The benefits of secondments
3.7 Ask, don’t assume (2)



Big Picture

3.1 Best invest in your staff
3.2 Coaching as a management tool
3.3 Making appraisals work
3.4 Making the TNA meaningful
3.5 Training your team
3.6 The benefits of secondments
3.7 Ask, don’t assume (2)



4. MOTIVATING STAFF

Speed Read
4.1 Be aware that not everyone will care as much as you
4.2 Extrinsic motivation (theories and practice)
4.3 Intrinsic motivation (theories and practice)
4.4 What do you believe about your team?
4.5 The truth behind team building
4.6 Emotional labour
4.7 Making meetings motivational



Big Picture

4.1 Be aware that not everyone will care as much as you
4.2 Extrinsic motivation (theories and practice)
4.3 Intrinsic motivation (theories and practice)
4.4 What do you believe about your team?
4.5 The truth behind team building
4.6 Emotional labour
4.7 Making meetings motivational



5.DELEGATION

Speed Read
5.1 Make sure the task is one you CAN delegate
5.2 Choose the right person to delegate to
5.3 Communicate the task effectively
5.4 Allow appropriate time
5.5 Offer appropriate support
5.6 Let the task get done (don’t micro-manage)
5.7 Delegation as a development tool (praise and appraise)



Big Picture

5.1 Make sure the task is one you CAN delegate
5.2 Choose the right person to delegate to
5.3 Communicate the task effectively
5.4 Allow appropriate time
5.5 Offer appropriate support
5.6 Let the task get done (don’t micro-manage)
5.7 Delegation as a development tool (praise and appraise)



6. TROUBLESHOOTING

Speed Read
6.1 Responding to a complaint
6.2 Investigating a complaint
6.3 Don’t go it alone (but be discerning about who you involve)
6.4 Managing challenging conversations
6.5 Whistleblowing
6.6 Managing the organisational grapevine
6.7 Dealing with bad publicity



Big Picture

6.1 Responding to a complaint
6.2 Investigating a complaint
6.3 Don’t go it alone (but be discerning about who you involve)
6.4 Managing challenging conversations
6.5 Whistleblowing
6.6 Managing the organisational grapevine
6.7 Dealing with bad publicity

Afterword – Chapter 6



7. BUSINESS ETHICS AND INTEGRITY

Speed Read
7.1 The values-led organisation
7.2 Profit v. organisational well-being
7.3 Maintaining quality
7.4 Being responsible
7.5 Mad, bad, sad – treating a toxic organisation
7.6 Ethics in a globalised world
7.7 Be proactive



Big Picture

7.1 The values-led organisation
7.2 Profit v. organisational well-being
7.3 Maintaining quality
7.4 Being responsible
7.5 Mad, bad, sad – treating a toxic organisation
7.6 Ethics in a globalised world
7.7 Be proactive



A note on case studies

Index

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