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Be a Great Manager – Now!: The 2-in-1 Manager: Speed Read - Instant Tips; Big Picture - Lasting Results

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Be a Great Manager – Now!: The 2-in-1 Manager: Speed Read - Instant Tips; Big Picture - Lasting Results

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‘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 

Description

  • Copyright 2016
  • Dimensions: 6 X 9
  • Pages: 256
  • Edition: 1st
  • Book
  • ISBN-10: 1-292-11966-7
  • ISBN-13: 978-1-292-11966-3

‘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 

Sample Content

Table of Contents

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 

Speed Read
6.1  Responding to a complaint
6.2  Investigating a complaint 
6.3  Don’t go it alone (but be discerning about who you involve) 
6.4  Managing challenging conversations 
6.5  Whistleblowing 
6.6  Managing the organisational grapevine 
6.7  Dealing with bad publicity 

Big Picture

6.1  Responding to a complaint
6.2  Investigating a complaint 
6.3  Don’t go it alone (but be discerning about who you involve) 
6.4  Managing challenging conversations 
6.5  Whistleblowing 
6.6  Managing the organisational grapevine 
6.7  Dealing with bad publicity 

Afterword – Chapter 6 

7. BUSINESS ETHICS AND INTEGRITY 

Speed Read
7.1 The values-led organisation 
7.2 Profit v. organisational well-being 
7.3  Maintaining quality 
7.4  Being responsible 
7.5 Mad, bad, sad – treating a toxic organisation 
7.6 Ethics in a globalised world 
7.7 Be proactive

Big Picture

7.1 The values-led organisation 
7.2 Profit v. organisational well-being 
7.3  Maintaining quality 
7.4  Being responsible 
7.5 Mad, bad, sad – treating a toxic organisation 
7.6 Ethics in a globalised world 
7.7 Be proactive

A note on case studies

Index 

Updates

Submit Errata

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