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The Effective Manager

Book Description

Order this new book on Management Skills for High Performance today....

This series of books aims to provide practical guidance on a range of soft-skills areas for those in IT. They may also be used to good effect by others, including those who deal with IT professionals, in order to facilitate more effective and co-operative working practices.

The Effective Manager is intended to provide IT managers with practical advice and tips on how to become an effective manager.

Help develop your management skills
Whether you are new to management, or have been a manager for some time, management is a skill that can be learned and developed in order to gain the trust and respect of your team members and to achieve team and organisational goals.

This book will help you develop your management skills. It is designed to assist you in understanding the characteristics of a high-performance manager, to help you assess where your strengths and development areas lie as a manager and to create a plan of action for realising your management potential.

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Table of Contents

  1. FOREWORD
  2. PREFACE
  3. ABOUT THE AUTHOR
  4. ACKNOWLEDGEMENTS
  5. CONTENTS
  6. INTRODUCTION
  7. CHAPTER 1: WHAT MAKES AN EFFECTIVE MANAGER?
    1. We join organisations and leave managers
    2. Good and bad managers
    3. So what makes a good manager?
    4. A working model for the effective manager
    5. Undertaking activities
    6. Creating a high-performance team
    7. Developing people’s skills and confidence
    8. Where do you focus your attention as a manager?
    9. Analyse and compare your scores
    10. The consequences of imbalance
    11. Activities to undertake with your team
    12. Summary
  8. CHAPTER 2: DEFINING THE PLAYING FIELD
    1. Setting clear expectations
      1. Goals, objectives, targets
        1. Specific
        2. Measurable
        3. Achievable
        4. Realistic
        5. Timebound
        6. Agreed
        7. Which of these objectives is SMARTA?
        8. Tips when setting objectives
      2. Roles and responsibilities
      3. Procedures
      4. Standards
      5. Relationship maintenance
    2. Activities to undertake with your team
    3. Summary
    4. Answers
  9. CHAPTER 3: MANAGING PERFORMANCE
    1. The performance management cycle
    2. Monitoring performance and delivering timely feedback
      1. Check your feedback skills
    3. Coaching for high performance
      1. The skills of coaching
    4. Holding one-to-one reviews
    5. Conducting an annual appraisal
      1. What are your views on appraisal?
      2. Preparing for a performance appraisal
      3. On the day
      4. After the appraisal
    6. Activities to undertake with your team
    7. Summary
    8. Answers
      1. Feedback skills
      2. What are your views on appraisal?
  10. CHAPTER 4: HANDLING DIFFICULT SITUATIONS
    1. Dealing with difficult behaviours
    2. Tackling underperformance
      1. What do you do?
      2. Six practical steps
      3. Holding a discussion about underperformance
      4. How would you conduct the discussion if performance has not improved?
    3. Managing absence
    4. Managing disciplinary and grievance situations
    5. Summary
    6. Underperformance interview answers
  11. CHAPTER 5: RECRUITMENT AND SELECTION
    1. Assess your current recruitment and selection process against best practice
    2. Seven steps to effective recruitment and selection
      1. 1. Reviewing the need
      2. 2. Reviewing or creating a job description and person specification
      3. 3. Advertising
      4. 4. Shortlisting
      5. 5. Selection
      6. 6. Making an offer
      7. 7. Induction
    3. Summary
  12. CHAPTER 6: MANAGING THE TEAM
    1. Agreeing the best way to work as a team
    2. Effective team management
    3. How effective a team manager are you?
    4. Dealing with conflict in the team
      1. Stage 1 – spot the signals
      2. Stage 2 – plan the response
        1. Keep the peace
        2. Do nothing
        3. Force the issue
        4. Split the difference
        5. Collaborate
      3. Stage 3 – implement the response
      4. Stage 4 – review
        1. Reviewing team performance
    5. Activities to undertake with your team
    6. Summary
  13. CHAPTER 7: MOTIVATING OTHERS
    1. Creating a climate where people want to give of their best
    2. Money is the key motivator
    3. A framework for understanding what motivates others
    4. What motivates you and your team?
    5. Suggestions on what you can do to create a motivating climate
    6. Activities to undertake with your team
    7. Summary
  14. GLOSSARY
  15. BIBLIOGRAPHY
  16. ITG RESOURCES
    1. Pocket Guides
    2. Toolkits
    3. Best Practice Reports
    4. Training and Consultancy
    5. Newsletter