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

'This book is packed full of little gems which will help managers at all levels be at their best - a must read.' Debbie Niven, Director and Co-founder of Momentum Training & Management Consultants Discover how to Be a Great Manager - Now! This 2-in-1 guide is designed to help you becom...

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Bibliographic Details
Main Author: Tang, Audrey
Format: eBook
Language:English
Published: Harlow, United Kingdom Pearson 2016
Edition:1st
Subjects:
Gestion
Management / Fast
Management / Http://id.loc.gov/authorities/subjects/sh85080336
Management / Aat
Online Access:
Collection: O'Reilly - Collection details see MPG.ReNa
Table of Contents:
  • Cover
  • Title page
  • Copyright page
  • Contents
  • About the author
  • Publisher's ­acknowledgements
  • Foreword
  • Chapter 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
  • 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)
  • Chapter 4 MOTIVATING STAFF
  • Speed read
  • 4.1 Be aware that not everyone will care as much as you
  • 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 be done (don't micro-manage)
  • 1.7 Get proactive
  • Chapter 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
  • Chapter 3 DEVELOPING STAFF
  • 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
  • Chapter 5 DELEGATION
  • Speed read

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