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…mehr
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.
Derek Torrington has been a personnel manager in an engineering company and later Dean of Management Studies in a major university as well as Professor of Human Resource Management and currently Emeritus Professor of Management. He is the author of 51 HR and management titles, including the bestselling Human Resource Management, now in its 8th edition.
Inhaltsangabe
Preface Introduction: Managing to Manage Part One: What managing is all about 01 Being a manager: the role, what you do and how you do it sSAMp The management job 02 Being part of a business: you are not alone The organizational context The economic context The political context The social context The international context The bottom line Entitlement The manager is not alone 03 How businesses work: strategy, policy, procedures and targets Strategy Policy Procedures Problems with procedures, and some solutions Targets, objectives etc 04 Organization structure: the whole thing, your bit of it and you Organizational fundamentals Centralization and decentralization The organization of individual departments 05 Organization: the culture you work in Corporate culture Understanding organizational culture Developing organizational culture 06 Communication: understanding and being understood The telecommunications analogy Methods of communication Meetings Barriers to communication 07 Selecting team members The employment contract Attracting team members The selection interview 08 Discipline and grievance: sorting things out when they go wrong What do we mean by discipline? What do we mean by grievance? Are discipline and grievance procedures equitable? 09 Training: how people learn and how to teach them Learning in groups Leading and other group roles Coaching and continuous learning 10 Performance: getting the right results from the people you work with Part Two: How to... 11 How to analyse your management job 12 How to develop your network Developing a network Building the network 13 How to organize your department Checklist for thinking about the organization of a department 14 How to cope with committees Chairing Conduct of the meeting itself The rank and file member of the committee 15 How to make a presentation Objectives The material 16 How to write a report 17 How to conduct a disciplinary interview The nature of disciplinary interviewing 18 How to conduct a selection interview Preparation The interview itself After the interview 19 How to do performance appraisal The appraisal interview style The appraisal interview sequence Preparation Interview structure Making appraisal work Appendix: Key concepts Index
Preface Introduction: Managing to Manage Part One: What managing is all about 01 Being a manager: the role, what you do and how you do it sSAMp The management job 02 Being part of a business: you are not alone The organizational context The economic context The political context The social context The international context The bottom line Entitlement The manager is not alone 03 How businesses work: strategy, policy, procedures and targets Strategy Policy Procedures Problems with procedures, and some solutions Targets, objectives etc 04 Organization structure: the whole thing, your bit of it and you Organizational fundamentals Centralization and decentralization The organization of individual departments 05 Organization: the culture you work in Corporate culture Understanding organizational culture Developing organizational culture 06 Communication: understanding and being understood The telecommunications analogy Methods of communication Meetings Barriers to communication 07 Selecting team members The employment contract Attracting team members The selection interview 08 Discipline and grievance: sorting things out when they go wrong What do we mean by discipline? What do we mean by grievance? Are discipline and grievance procedures equitable? 09 Training: how people learn and how to teach them Learning in groups Leading and other group roles Coaching and continuous learning 10 Performance: getting the right results from the people you work with Part Two: How to... 11 How to analyse your management job 12 How to develop your network Developing a network Building the network 13 How to organize your department Checklist for thinking about the organization of a department 14 How to cope with committees Chairing Conduct of the meeting itself The rank and file member of the committee 15 How to make a presentation Objectives The material 16 How to write a report 17 How to conduct a disciplinary interview The nature of disciplinary interviewing 18 How to conduct a selection interview Preparation The interview itself After the interview 19 How to do performance appraisal The appraisal interview style The appraisal interview sequence Preparation Interview structure Making appraisal work Appendix: Key concepts Index
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