'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 become a more effective manager in an instant, whilst giving you the deeper knowledge to ensure long-lasting results. With the unique 2-in-1 approach, you can learn your way. Use the seven Speed Read tips immediately, then take your time exploring the Big Picture chapters. · Understand how to be a great manager −…mehr
'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 become a more effective manager in an instant, whilst giving you the deeper knowledge to ensure long-lasting results. With the unique 2-in-1 approach, you can learn your way. Use the seven Speed Read tips immediately, then take your time exploring the Big Picture chapters. · Understand how to be a great manager − quickly · Effectively manage the issues that teams face · Communicate with confidence and get the right message across · Encourage your staff for exceptional performance and professional development As an ambitious manager, you need the right information at the right time to help you advance in your career. The 2-in-1 Manager will ensure you improve and succeed in business, right now and in the future. 'An excellent book - one every manager should read if they want to succeed.' Ashley Braganza, Professor of Organisational Transformation and Head of Economics and Finance, Brunel University London 'Whether you are a millennial in management or embarking on management, you have to read this no nonsense, straight to the point book.' Coach Chris Browne, Personal Development and Employability Coach
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
Inhaltsangabe
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
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
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