How to Be an Even Better Manager

A Complete A-Z of Proven Techniques and Essential Skills
10. Auflage 2017
ISBN: 978-0-7494-8027-1
Verlag: Kogan Page

Buch, Englisch, 336 Seiten, Paperback, Format (B × H): 140 mm x 216 mm, Gewicht: 427 g

If you are a current manager, or aspiring to a management position, this is your invaluable guide to the skills and techniques you need to succeed. Michael Armstrong's best-selling handbook provides in-depth coverage and practical guidance on improving the three crucial areas of management:

- Managing people
- Managing activities and processes
- Managing and developing yourself

From engaging your team, managing conflict and raising your confidence levels, to improving your financial management and business plans, you will be guided across all the key areas of management with constant applicability to real life situations. How to be an Even Better Manager provides sound guidelines that will help you to boost your management ability, supercharge your team's performance and achieve process excellence. With an emphasis on trouble-shooting and problem solving, this is a resource you will be able to turn to again and again for support and advice.

How to be an Even Better Manager has sold over 170,000 copies worldwide and been translated into 17 languages. This new edition has been thoroughly revised and updated to include all the most pressing skills needed by modern managers. It also includes brand new chapters on handling difficult conversations, promoting a learning culture, handling discipline and under performance issues, leading teams successfully and treating people right.

Autoren/Hrsg.

Armstrong, Michael

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftswissenschaften Literatur für Manager
• Wirtschaftswissenschaften Betriebswirtschaft Management

Inhaltsverzeichnis

Chapter - 01: How to Be a Better Manager; Section - ONE: General Management; Chapter - 02: How to Achieve Continuous Improvement; Chapter - 03: How to Improve Organizational Capability; Chapter - 04: How to Manage Corporate Culture; Chapter - 05: How to Benchmark; Chapter - 06: How to Delight Customers; Chapter - 07: How to Promote Workplace Learning; Section - TWO: Business and Financial Management; Chapter - 08: How to Be Businesslike; Chapter - 09: How to Make a Business Case; Chapter - 10: How to Prepare a Business Plan; Chapter - 11: How to Conduct Business Model Innovation; Chapter - 12: How to Budget; Chapter - 13: How to Cut Costs; Chapter - 14: How to Read a Balance Sheet; Chapter - 15: How to Use Financial Ratios; Section - THREE: Managing People; Chapter - 16: How to Develop People; Chapter - 17: How to Coach People; Chapter - 18: How to Handle People Problems; Chapter - 19: How to Treat People Right; Chapter - 20: How to Be a Better Leader; Chapter - 21: How to Herd Cats; Chapter - 22: How to Motivate People; Chapter - 23: How to Persuade; Chapter - 24: How to Empower; Chapter - 25: How to Increase Engagement; Chapter - 26: How to Run a Meeting; Chapter - 27: How to Be an Effective Member of a Meeting; Chapter - 28: How to Deal With Under Performers; Chapter - 29: How to Manage Poor Timekeeping; Chapter - 30: How to Manage Absenteeism; Chapter - 31: How to Handle a Discipline Problem; Chapter - 32: How to Handle a Challenging Conversation; Section - FOUR: Management Skills; Chapter - 33: How to Communicate; Chapter - 34: How to Control; Chapter - 35: How to Coordinate; Chapter - 36: How to Delegate; Chapter - 37: How to Make Things Happen; Chapter - 38: How to Manage Your Boss; Chapter - 39: How to Manage Change; Chapter - 40: How to Manage Conflict; Chapter - 41: How to Manage a Crisis; Chapter - 42: How to Manage Performance; Chapter - 43: How to Set Objectives; Chapter - 44: How to Manage Projects; Chapter - 45: How to Manage Risk; Chapter - 46: How to Manage Stress; Chapter - 47: How to Manage Time; Chapter - 48: How to Negotiate; Chapter - 49: How to Organise; Chapter - 50: How to Plan and Prioritise; Chapter - 51: How to Deal With Office Politics; Chapter - 52: How to Lead Teams; Section - FIVE: Personal Skills; Chapter - 53: How to Assess Your Own Performance; Chapter - 54: How to Get On; Chapter - 55: How to Develop Your Emotional Intelligence; Chapter - 56: How to Be Confident; Chapter - 57: How to Be Assertive; Chapter - 58: How to Be Decisive; Chapter - 59: How to Solve Problems; Chapter - 60: How to Be Both Efficient and Effective; Chapter - 61: How to Be Creative; Chapter - 62: How to Innovate; Chapter - 63: How to Interview; Chapter - 64: How to Be Interviewed; Chapter - 65: How to Listen; Chapter - 66: How to Make Effective Presentations; Chapter - 67: How to Write Reports; Chapter - 68: How to Network; Chapter - 69: How to Be Strategic; Chapter - 70: How to Think Clearly; Chapter - 71: How to Troubleshoot; Chapter - 72: How to Meet Deadlines; Chapter - 73: How to Recover from Setbacks; Chapter - 74: How Things Go Wrong and How to Put them Right

Über Autor(innen)

Armstrong, Michael
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages.

Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.

Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice and several other titles published by Kogan Page. With over a million copies sold, his books have been translated into twenty-one languages. He is managing partner of E-Reward as well as an independent management consultant. Prior to this he was a chief examiner of the Chartered Institute of Personnel and Development (CIPD) and an HR director of a publishing company.