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Contents
Foreword to the sixth edition xiii
Preface xv
1. How to be a better manager 1
What management is about 2; The aims of
management 3; Purpose of management and
leadership 3; The processes of management 5;
Managerial roles 6; The distinction between management
and leadership 7; The fragmentary nature of managerial
work 7; What managers actually do 8; What managers
can do about it 9; Managerial qualities 10; Managerial
effectiveness 11; Developing managerial effectiveness 12
2. How to achieve results 14
What makes achievers tick? 15; What do achievers
do? 16; How to analyse your own behaviour 17;
Learning 18; Conclusion 18
3. How to appraise people 19
What is performance appraisal? 19; The aim of
performance appraisal 19; How performance appraisal
can help managers 20; The process of performance
appraisal 20; The performance appraisal cycle 20; Stage
1: How to plan for appraisal 21; Stage 2: Preparing for
the appraisal discussion 23; Stage 3: The appraisal
discussion 24; Appraisal discussion guidelines 24
4. How to assess your own performance 26
The self-assessment process 26
5. How to be assertive 29
Assertion and aggression 29; Assertive behaviour 30;
Handing aggression 30; Influencing styles 31
6. How to be authoritative 32
7. How to communicate 34
Barriers to communication 34; Overcoming barriers to
communication 36; Listening skills 38
8. How to coach 40
Aims 41; The coaching sequence 41; Coaching skills 42;
Effecting coaching 42; Planned coaching 42; The manager
as coach 43
9. How to co-ordinate 44
Approaches to co-ordination 44; A case study 46
10. How to control 48
Essentials of control 48; Controlling inputs and
outputs 50; Control systems 51; Management by
exception 52
11. How to be creative 54
Creativity 54; Innovation 60
12. How to be decisive 63
Characteristics of the decision-making process 63; Ten
approaches to being decisive 63
13. How to delegate 66
Advantages of delegation 67; The process of delegation 67;
When to delegate 68; How to delegate 68; The thoughts of
some successful delegators 71; A case study 73
14. How to develop your emotional intelligence 74
Emotional intelligence defined 74; The significance of
emotional intelligence 74; The components of emotional
intelligence 74; Developing emotional intelligence 75;
Neuro-linguistic programming 76; Developing your own
emotional intelligence 78
15. How to develop people 80
Investing in people 80; The manager’s contribution to
effective development 80; Management development 81;
Coaching 83
16. How to get on 84
Knowing yourself 85; Knowing what you want 88;
Personal qualities and behaviour 90;
Self-development 91; Identifying development needs 92;
Defining the means of satisfying needs 92; Personal
development plans 93; Ten self-development steps 93
17. How to handle difficult people 95
Why people are difficult 95; Ten approaches to handling
difficult people 96
18. How to handle negative behaviour 98
Causes of negative behaviour 99; Dealing with the
problem 99; Ten approaches to managing negative
behaviour 102
19. How to influence people 104
Persuading people 104; Ten rules for effective
persuasion 104; Case presentation 105
20. How to interview 109
The overall purpose of a selection interview 109; The
nature of a selection interview 109; Preparing for the
interview 110; The content of an interview 111; Planning
the interview 113; Interviewing techniques 114;
Assessing the data 117
21. How to be interviewed 120
Preparing for the interview 120; Creating the right
impression 122; Responding to questions 122; Ending on
a high note 123
22. How to get job engagement 124
Developing job engagement 124; Empowerment 125
23. How to be a better leader 127
The roles of the leader 127; Leadership styles 128; The
impact of the situation 128; Leadership qualities 129;
What organizations require of leaders 130; Behaviours
people value in leaders 130; Leadership checklist 131;
Case studies 132
24. How to manage your boss 135
Getting agreement 136; Dealing with problems 138;
Impressing your boss 138
25. How to manage change 140
Types of change 141; How people change 141;
The process of change 142; The approach to
change management 143; Guidelines for change
management 144; Gaining commitment to change 146
26. How to manage conflict 148
Handling inter-group conflict 149; Handling conflict
between individuals 150; Conclusions 152
27. How to manage a crisis 153
What is crisis management? 153; Causes of crises 154;
Management crises 155; Crisis management
behaviour 155; Negotiating situations 157; When to
fight 157; Crisis management techniques 159; Qualities of
a crisis manager 160; Crisis management techniques –
organizational 161
28. How to manage performance 163
How performance management works 163; How to
measure performance 165; Types of measures –
organizational 167
29. How to manage projects 170
Project planning 170; Setting up the project 172;
Controlling the project 172; Ten steps to effective project
management 173
30. How to manage strategically 174
Strategic planning 174; Formulating strategic
plans 175; Strategic capability 176
31. How to manage stress 178
Symptoms of stress 179; Managing stress in others – what
the organization can do 179; Managing stress in others –
what you can do 180; Managing your own stress 180
32. How to manage time 182
Analysis 183; Organizing yourself 184; Organizing other
people 187; Time consumer’s checklist 188
33. How to manage under-performers 192
Why poor performance occurs 192; The steps required
to manage under-performance 193; Handling
disciplinary interviews 195; Dismissing people 195;
Ten steps to manage under-performers 196
34. How to run and participate in effective meetings 197
Down with meetings 197; What’s wrong with
meetings? 198; What’s right with meetings? 198; Do’s
and don’ts of meetings 199; Chairing meetings 200;
Members 201
35. How to motivate people 203
The process of motivation 204; Types of motivation 204;
Basic concepts of motivation 205; Implications of
motivation theory 206; Approaches to motivation 207;
Financial rewards 208; Non-financial rewards 209; Ten
steps to achieving high levels of motivation 211
36. How to negotiate 212
Business negotiations 212; Trade union negotiations 213;
The process of negotiation 214; Negotiating tactics 217
37. How to network 225
38. How to set objectives 227
What are objectives? 227; How are individual work
objectives expressed? 228; What is a good work
objective? 229; Defining work objectives 230
39. How to organize 234
Organization design 234; The approach to organization
design 235; Organization guidelines 236; The basic
approach to organization design 238; Defining
structures 239; Defining roles 240; Implementing
structures 240
40. How to plan 242
Planning 242; Planning activities 243; Planning
techniques 243
41. How to be political 247
Politics – good or bad? 247; Political approaches 248;
Political sensitivity 249; Dangers 250; Dealing with
organizational politicians 250; Use of politics 251
42. How to be powerful 253
Power – good or bad? 253; Sources of power 255; Using
power 255
43. How to make effective presentations 257
Overcoming nervousness 257; Preparation 258;
Delivery 262; Using PowerPoint 263;
Conclusion 265
44. How to prioritize 266
45. How to solve problems 268
Problems and opportunities 268; Improving your
skills 268; Problem-solving techniques 270
46. How to provide feedback 271
Aim of feedback 271; Giving feedback 272
47. How to be an effective team leader 274
The significance of teams 275; Self-managing teams 276;
Team effectiveness 277; Ten things to do to achieve good
teamwork 278; Team performance reviews 279; Checklist
for analysing team performance 280; Team working at
Dutton Engineering 280
48. How to think clearly 282
Developing a proposition 283; Testing propositions 283;
Fallacious and misleading arguments 284
49. How things go wrong and how to put them right 291
Studies of incompetence 292; Why things go wrong – a
summary 296; What can you do about it? 296; Troubleshooting
298; Planning the campaign 299; Diagnosis 300;
Trouble-shooting checklist 300; Cure 301; Using
management consultants to trouble shoot 302
50. How to write reports 304
What makes a good report? 304; Structure 305; Plain
words 306; Presentation 307
Appendix: Positive or negative indicators of performance 309
General bibliography 317
Further reading from Kogan Page 321
Index 325
Contents，大小：8.98 MB
