Richard Newton

The Management Book

• Broschiertes Buch

Produktbeschreibung

Clearly structured in 36 short sections, this practical book provides rapid, accessible advice on all the essential management challenges.



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.

Product Description
Clearly structured in 36 short sections, this practical book provides rapid, accessible advice on all the essential management challenges.



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.

Backcover
WINNER OF CMI MANAGEMENT BOOK OF THE YEAR AWARD

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

Preface
Introduction

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

Reaching externally

The tools for the job

Using your annual appraisal

Conclusion

Index

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§Clearly structured in 36 short sections, this practical book provides rapid, accessible advice on all the essential management challenges.§§ §§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.§

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Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• FT Press
• Verlag: Financial Times
• Seitenzahl: 272
• Erscheinungstermin: 22. September 2011
• Englisch
• Abmessung: 221mm x 139mm x 20mm
• Gewicht: 348g
• ISBN-13: 9780273750338
• ISBN-10: 027375033X
• Artikelnr.: 33690039

Autorenporträt

Richard Newton is a skilled executive with 25 years experience in both line management and consultancy roles, across a range of sectors. He has degrees in mechanical engineering and economics and diplomas in software engineering and philosophy. Richard founded the company Enixus in 2005 to provide consultancy and interim management services. He has worked around the world and has written 7 books to date, including the FT Briefing on Change Management; The Management Consultant and The Project Managers Book of Checklists.

Inhaltsangabe

* 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
* Reaching externally
* The tools for the job
* Using your annual appraisal
*  
* Conclusion
* Index