List of figures xi Preface xv Notes on contributors xvii PART IMANAGING YOURSELF Introduction: understanding yourself and your skills needs as a manager 3 1 Management self-development 5 Andrew Constable What is management self-development? - Why is self-development important? - How can I go about developing myself? - For whom is management self-development relevant? - Areas to which an individual might apply self-development principles - How organizations are applying this approach in practice - What are the challenges? - What brings success? - Rewards and benefits - Further reading 2Managing your time13 John W. Rogers Introduction - Setting objectives - Planning systems - Logging time use -Individual behaviour: problems and solutions - Managerial styles - Visual reminders - Summary and check list - Further reading 3.Managing information Feona.J. Hamilton 51 Starting somewhere - Using the computer - Information from the network -Information that you set up and store yourself - Making copies and keeping them - Good old paper - Using the library or information centre - Conclusion and summary - Further reading 4 Information technology 60 Barbara Smolny-Kostrewski The typewriter - The telephone - Faxes - Computer-based technology - When to install a computer system - Computer technology in the office - Safety -Document preparation - Multimedia - Exchange of information - Electronic mail (E-mail) - Internet - Check list: points to be borne in mind when using IT - Further reading 5.Writing 72 Kryslyna Weinstein Writing is like having a conversation - Writing this chapter - The six stages of writing - Afterthought - Notes - Further reading 6Speaking in public 90 Brian Sanders The spoken word - How to make the best use of oneself - Creating a feeling of confidence - Using a microphone - Preparing the material - Notes - A general observation - Using visual aids - Answering questions - Extending the vocal range - Key points - Further reading 7 Managing your health 107 DrH. Beric Wright Health and wellbeing - What you have to survive - Managing health - Key points - Further reading 8 Coping with stress 128 Andrew M. Stewart What is stress? - What does stress cost? - What causes stress? - What are the signs of stress? - What can the individual do about stress - Coping at the top -What can organizations do about stress? - Check list - Further reading PART IIMANAGING OTHER PEOPLE Introduction: understanding other people 153 9 Recruitment 155 John Courtis Is there a job, and what is the candidate specification? - How do we find the right people? - Processing the results - Decisions, decisions - Acceptance -Induction - Recruitment check list - Further reading 10 Interviewing 165 John Courtis Objectives - Abort the abortive - Time flies - Preparation - The interview proper - Body language - The close - Interviews and the law - The secondary objectives - Other kinds of interview - What we have learned - Structured interviewing - Check list of key points - Further reading 11 Listening179 Meribeth Bunch Become centred and still -1 want to be here - Use 180 degree vision - 'Blank your screen' momentarily - Leave your internal critic out of the conversation - Stop analysing everything that is being said to you - A special note about listening to criticism - Accept what you are hearing - Allow the other person to be him/herself - Summary - Skills check list - Further reading 12. Helping people learn 187 Norman Geaty What should you help with? - Should you set targets? - What should you do to help? How will you know that what you did helped? - Summary of recommendations - Further reading 13 People skills 199 Peter Honey What are people skills? - Why the emphasis on behaviour? - What are the advantages of improved people skills? - Can people skills be improved? -What are the fundamental people skills? - Are there alternative people skills? - Conclusion and check list - Further reading 14 Performance appraisal 218 Tim Russell The purposes of appraisal - The confusions - The performance appraisal system - The appraisal of potential - Conducting the performance appraisal interview - Giving and receiving feedback - Check list 1: preparing for the performance appraisal interview - Check list 2: conducting the performance appraisal interview - Check list 3: after the performance appraisal interview -Further reading 15 Dealing with problem staff 228 John Rogers The role of management - What is a staff problem? - Eight categories of problem staff - The legal framework - Managing; from problems to solutions -Summary of key points - Further reading 16 Counselling 242 Mike Megranahan What is counselling? - Counselling skills - Preliminary phase - Introductory phase - Working phase - Planning phase - Approaches to interaction -Identifying problems - Should managers counsel? - Independent counselling resources - The overlap between counselling and counselling skills -Conclusion - Check list - Further reading 17 Motivation 258 Jessica Levant What does motivation really mean? - Does everyone need 'motivating'? -What the research shows - What it means for the manager - Required management skills - How to find out what motivates particular individuals -What about money? - How do you motivate off-site staff? - What goes wrong? - Check list - Further reading 18 Team building 268 Alan Cook The process of team building - Areas of team effectiveness - Stages of team development - Team dynamics - A selection of team-building activities -Concluding check list - Further reading 19 Influencing 278 Richard Storey oiiiTen key characteristics of successful influencers - Setting your influencing goals - Networking for greater success - Understanding human motivations -Rapport - Styles of influence - Models of strategic influence - Further reading 20Communication 291 Krystyna Weinstein Why is communication important? - What is communication? - Why communication is not simple - A manager's job is about communicating - How can you manage your communications? - Separation, distance . . . and perspective - Managing yourself.. your behaviour - The importance of feedback -Check list of key points - Notes - Further reading 21 Meetings 310 John Gregory Good meetings mean more profit - Why do meetings fail? - People - Planning - Progress - Check lists of seven ways to better meetings - Further reading PART IIIMANAGING THE BUSINESS Introduction: understanding the business 319 22Financial Information and management 321 Neil Garrod and Bill Rees The accounting process - Understanding accounting information -Accounting information and managerial decision making - Conclusion -Check list of key points - Further reading 23Project management 345 John Lewington Environmental pressures - Project definition - Developing a project statement - Project appraisal - Project approval - Project implementation -Auditing project performance - Project management check list - Further reading 24Decision making and problem solving 369 Peter Walker Decision making, problem solving, contingency planning and creativity -Creativity - Problem solving - Decision making - Contingency planning -Check list - Further reading 25Negotiating 392 Nicholas Jeffery Why negotiate? - Preparation - Styles of negotiation - Key negotiating principles - Structure of a negotiation - The skills of negotiation - Check list of key points - Further reading 26Creativity 405 Victor Newman Creativity, risk and instability in organizations - Creative problem solving -Introducing 'Problem Solving for Results' - The impact of problem -solving styles - Creativity and teams - Fundamental approaches - Summary - Check list - Further reading Index 419