Be a Great Manager - Now!: Pearson Business
Autor Audrey Tangen Limba Engleză Paperback – 6 mai 2016
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Specificații
ISBN-13: 9781292119663
ISBN-10: 1292119667
Pagini: 256
Ilustrații: illustrations
Dimensiuni: 135 x 214 x 14 mm
Greutate: 0.4 kg
Editura: Pearson
Seria Pearson Business
ISBN-10: 1292119667
Pagini: 256
Ilustrații: illustrations
Dimensiuni: 135 x 214 x 14 mm
Greutate: 0.4 kg
Editura: Pearson
Seria Pearson Business
Notă biografică
Audrey Tang is a Chartered Psychologist (CPsychol), NLP practioner and FIRO-B coach. Her first book "Be a Great Manager Now" was published by Pearson in May 2016, and has been translated into Russian for further distributon. She is a training consultant, an accredited speaker – delivering keynotes at National and International conferences and the resident psychologist on The Chrissy B Show (Sky 203).
Cuprins
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
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