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Management Matters: From the Humdrum to the Big Decisions

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Management Matters: From the Humdrum to the Big Decisions

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Description

  • Copyright 2012
  • Pages: 272
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-383610-X
  • ISBN-13: 978-0-13-383610-3

How did Bill Clinton get his party to take him seriously again after the sex scandal story broke? Who was the manager behind Edmund Hillary’s ascent of Mount Everest? Why could taking a nap after lunch be your route to a more productive day?

This engaging and entertaining book takes a fresh, honest approach and explores what it’s really like to be a manager. It addresses the kinds of issues managers face on a daily basis, from prioritising their time and balancing a team, to recruiting new staff and managing the numbers.

Written by Philip Delves Broughton, FT journalist and bestselling author of What They Teach You at Harvard Business School, this book is jam packed with titillating case studies and anecdotes from the very best and worst managers, including everyone from Bill Clinton and Mark Zuckerberg to Alex Ferguson and Roger Federer.

“for most of us, our days are more like splat-the-rat, flailing at problems as they emerge, hoping that one good wallop does the trick, but fearing that nothing is ever well and truly solved”

Management Matters, Philip Delves-Broughton

Sample Content

Table of Contents

Introduction: What is Management? 

Ch 1 Managing Yourself 

   Taking a Personal Audit

   Focusing on What You Can Control

   De-cluttering

   Taking Care of Yourself

   Being Effective

   Finding Your Motivation

   Knowing Yourself

   Working with What You’ve Got

   Combating Performance Anxiety

   Trusting Your Own Judgement

   Doing What Feels Right

   Moving the Flywheel of Success

   Top 10 Tips for Managing Yourself

Ch 2 Managing Others

   Hiring for Tomorrow

   Hiring Junior Staff

   Hiring Other Managers

   Jagged Resumes, Talent that Whispers and Talent that Shouts

   Getting Past Stereotype and Charisma

   Managing Teams

   Managing Clever People

   Using Perverse Incentives

   Motivating People

   Keeping it Simple

   Handling Crisis Junkies

   Learning from Hedge Funds

   Don’t Compete, Co-operate

   Dealing with Complainers

   Managing Social Networks

   Managing Performance

   Dismissing Staff

   Earning Trust

   Nurturing Creativity

   Top 10 Tips for Managing People

Ch 3 Managing Processes 

   Learning from Toyotas Production System

   Starting Lean and Staying Lean

   Death by Powerpoint: Sharing Information

   Getting the Most Out of Meetings

   Mastering the Art of Negotiation

   Fostering Innovation

   Creating a Networked Environment

   Top 10 Tips for Managing Processes

Ch 4 Managing Numbers

   Finding Value in What You Know

   Managing for Value

   Ignoring the Facts

   Managing Risk

   Focusing on Relevance Rather Than Rules

   Top 10 Tips forManaging Numbers

Ch 5 Managing Change

   Managers vs. Leaders

   Observing the Unintended Effects of Change

   Overcoming Resistance

   Avoiding Common Mistakes

   Turning Conflict into Creativity

   Developing a Vision

   Harnessing the Power of Stories

   Achieving Cultural Continuity

   Managing Disruptive Change

   Top 10 Tips for Managing Change

Ch 6 Managing Strategy

   Understanding Strategy

   Managing Open Innovation

   Managing Failure

   Managing Success

   Top 10 Tips for Managing Strategy

Conclusion

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