The Management Book
Focusing on the manager's key role - managing teams to get things done, this book looks at the essential parts of management from unusual perspectives and different angles.
Structured with the busy manager in mind, you can dip into any section of the book and read it as an individual piece of advice or read it end-to-end to gain an overall picture of management.
- Paperback | 272 pages
- 144 x 217 x 17mm | 356g
- 27 Mar 2012
- Pearson Education Limited
- FINANCIAL TIMES PRENTICE HALL
- Harlow, United Kingdom
Other books in this series
24 Jan 2013
24 Jun 2012
19 Jan 2012
28 Mar 2010
26 Feb 2010
Back cover copy
FAST, THOUGHTFUL SOLUTIONS TO EVERY MANAGEMENT CHALLENGE YOU FACE
The Management Book picks out the top issues you are likely to face on a daily basis as a manager. It shows you how to maximise your own performance and that of your team in each of these areas, so that you deliver the outstanding results you want. For every challenge, the book gives you:
Key objectives for managers Common issues faced in achieving these objectives A streamlined overview of the issue and what it means Pointers on when to focus on this issue A results-focused checklist of action points
Clearly structured, easy to use, with an honest view of what management really involves and what it takes to get it right, you'll find yourself referring back to The Management Book again and again.
'An excellent and comprehensive roadmap for succeeding as a manager, refreshingly grounded in real-life approaches that work. Some people are lucky enough to have a talented manager and mentor that demonstrates how to lead; for those who don't, and even those who do, the effective manager described in this book is worthy of emulation.'
Chad Raube, Company Director and Venture Capitalist
Table of contents
PART 1 YOU A MANAGER?
The accidental manager
The things managers do
Success, happiness and the management career
Picturing your role
PART 2 THE TEAM
The team starts with you
Assembling the team
What does your team want from you?
The ever-changing shape of the team
PART 3 CREATING YOUR ROLE
Deciphering your boss
The imperfect boss
Think networks, not hierarchies
Creating your role
PART 4 THE WORKING TEAM
Marching to the same tune
Cutting up the cake
Coach or controller?
No team is an island
PART 5 THE PRODUCTIVE TEAM
Engaging and motivating the team
Keeping on track
Entitlement and fairness: reasonableness and imbalances
The curse and delight of meetings
PART 6 THE WORKING MANAGER
The crunch: making decisions
Are you really prioritising?
Problems, barriers and conflicts
Dealing with change
PART 7 THE SOPHISTICATED MANAGER
The myths of management science and predictable futures
Taking risks as a manager
Learning from the stoics
Language as a tool
PART 8 THE COMPLETE MANAGER
What is a good job as a manager?
What else do you need to do?
Rights, wrongs, ethics and behaviour
Excelling in your career
PART 9 THE DEVELOPING MANAGER
Help is at hand
The tools for the job
Using your annual appraisal
Sir Anthony Cleaver, MA FBCS CCMI
"Extremely important knowledge presented in a way that it highly readable, instantly digestible and can be put straight into action in the workplace - this is the stuff you wish you'd known when you were starting out."
Marian Lauder MBE FCMI, Director Alto42 Ltd
"This is one of the most accessible and useful management books that I have come across in twenty years on management book reviewing. It is relevant to all levels of managers from those starting out to exceptional practitioners and is highly recommended."
Andrew May, FIC CMC FCMI
About Richard Newton