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Managing to Manage

Book Description

Today's managers often find themselves thrust into HR-type situations presenting both challenge and opportunity, often struggling to make the right decisions for the business and for the people involved. Managing to Manage provides the essential understanding to cope with the core demands of people management, grounding the advice in clear examples and familiar situations. Split into two parts, the book explains the role of the manager and then demonstrates how to fulfil that role, taking a practical, hands-on approach. It's packed with unique key concepts, which guide the manager through essential skills, while forming a quick reference guide for the rest of their careers. Managing to Manage is a comprehensive, practical guide tackling all challenges of managing people at work.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Imprint
  4. Table of Contents
  5. Preface
  6. Introduction
    1. The managerial role
  7. Part 1: What managing is all about
    1. 1. Being a manager
      1. sSAMp
      2. The management job
      3. FURTHER READING
    2. 2. Being part of a business
      1. The organizational context
      2. The economic context
      3. The political context
      4. The social context
      5. The international context
      6. The bottom line
      7. Entitlement
      8. The manager is not alone
      9. FURTHER READING
    3. 3. How businesses work
      1. Strategy
      2. Policy
      3. Procedures
      4. Problems with procedures, and some solutions
      5. Targets
      6. Reference
      7. FURTHER READING
    4. 4. Organization structure
      1. Organizational fundamentals
      2. Centralization and decentralization
      3. The organization of individual departments
      4. References
      5. FURTHER READING
    5. 5. Organization
      1. Corporate culture
      2. Understanding organizational culture
      3. Developing organizational culture
      4. Reference
      5. FURTHER READING
    6. 6. Communication
      1. The telecommunications analogy
      2. Methods of communication
      3. Meetings
      4. Barriers to communication
      5. FURTHER READING
    7. 7. Selecting team members
      1. The employment contract
      2. Attracting team members
      3. The selection interview
      4. The interview setting
      5. The plan of the interview
      6. FURTHER READING
    8. 8. Discipline and grievance
      1. What do we mean by discipline?
      2. What do we mean by grievance?
      3. Are discipline and grievance procedures equitable?
      4. Reference
      5. FURTHER READING
    9. 9. Training
      1. Learning in groups
      2. Leading and other group roles
      3. Preparation
      4. Running the group interaction
      5. Keeping it moving in the right direction
      6. Closing
      7. Coaching and continuous learning
      8. Reference
      9. FURTHER READING
    10. 10.Performance
      1. FURTHER READING
  8. Part 2: How to…
    1. 11. How to analyse your management job
    2. 12. How to develop your network
      1. Developing a network
      2. Building the network
    3. 13. How to organize your department
      1. Checklist for thinking about the organization of a department
    4. 14. How to cope with committees
      1. Chairing
      2. KEY CONCEPT 34
      3. Conduct of the meeting itself
      4. The rank and file member of the committee
    5. 15. How to make a presentation
      1. Objectives
      2. The material
    6. 16. How to write a report
      1. FURTHER READING
    7. 17. How to conduct a disciplinary interview
      1. The nature of disciplinary interviewing
    8. 18. How to conduct a selection interview
      1. Preparation
      2. The interview itself
    9. 19. How to do performance appraisal
      1. The appraisal interview style
      2. The appraisal interview sequence
      3. Preparation
      4. Interview structure
      5. Making appraisal work
  9. Appendix – Key concepts
  10. Index
  11. Full imprint