Be a Great Manager - Now!
Autor Audrey Tangen Limba Engleză Paperback – 5 mai 2016
- Managers are busy people and they want fast, relevant and credible information - now This book gives them that.
- Managers are ambitious and looking to grow, develop, move ahead and improve. This book gives them that too.
- Packed with great, practical ways to get the instant result managers need AND the deeper, more detailed guidance on how to keep on improving.
- World-class 'just-in-time' guidance; coupled with world-class 'just-in-case' learning.
- Offers managers the instant results they need and the deeper knowledge they crave.
- A completely unique approach to professional development that recognises and supports the way modern managers like and need to learn.
- A host of 10-step, quick-fire list of "try-it-now" techniques, supported by deeper detail so managers can continue to learn and improve.
- This guide is focused on general management skills and covers scenarios such as delegation, motivation, team development and difficult situations.
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Specificații
ISBN-13: 9781292119663
ISBN-10: 1292119667
Pagini: 256
Ilustrații: illustrations
Dimensiuni: 135 x 214 x 14 mm
Greutate: 0.32 kg
Editura: Pearson Education
ISBN-10: 1292119667
Pagini: 256
Ilustrații: illustrations
Dimensiuni: 135 x 214 x 14 mm
Greutate: 0.32 kg
Editura: Pearson Education
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Notă biografică
Audrey Tang runs her own Training consultancy, CLICK designing and delivering interactive training programmes which centre upon experiential learning to develop Business and Leadership Skills. Prior to that she worked for the UK National Health Service (NHS) as a Learning and Development Facilitator and Coach where she designed and delivered Corporate training programmes to over 4000 staff across the Trust ranging from mandatory training, to NVQs and the Management Programme.
She is also a member of British Actor's Equity and currently hosts her own radio show "LifestyleMK" on Secklow Sounds, as well as appearing as a regular guest expert on The Chrissy B Show on MyChannel Sky203
She is also a member of British Actor's Equity and currently hosts her own radio show "LifestyleMK" on Secklow Sounds, as well as appearing as a regular guest expert on The Chrissy B Show on MyChannel Sky203
Cuprins
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
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