Contents:

PART ONE: What managing is all about

Chapter 1: Being a manager: the role, what you do and how you do it • sSAMp • The management job • Chapter 2: Being part of a business: you are not alone • The organizational context • The economic context • The political context • The social context • The international context • The bottom line • Entitlement • The manager is not alone • Chapter 3: How businesses work: strategy, policy, procedures and targets • Strategy • Policy • Procedures • Problems with procedures, and some solutions • Targets • Chapter 4: Organization structure: the whole thing, your bit of it and you • Organizational fundamentals • Centralization and decentralization • The organization of individual departments • Chapter 5: Organization: the culture you work in • Corporate culture • Understanding organizational culture • Developing organizational culture • Chapter 6: Communication: understanding and being understood • The telecommunications analogy • Methods of communication • Meetings • Barriers to communication • Chapter 7: Selecting team members • The employment contract • Attracting team members • The selection interview • Chapter 8: Discipline and grievance: sorting things out when they go wrong • What do we mean by discipline? • What do we mean by grievance? • Are discipline and grievance procedures equitable? • Chapter 9: Training: how people learn and how to teach them • Learning in groups • Leading and other group roles • Coaching and continuous learning • Chapter 10: Performance: getting the right results from the peopleyou work with

PART TWO: How to...

Chapter 11: How to analyse your management job • Chapter 12: How to develop your network • Developing a network • Building the network • Chapter 13: How to organize your department • Checklist for thinking about the organization of a department • Chapter 14: How to cope with committees • Chairing • Conduct of the meeting itself • The rank and file member of the committee • Chapter 15: How to make a presentation • Objectives • The material • Chapter 16: How to write a report • Chapter 17: How to conduct a disciplinary interview • The nature of disciplinary interviewing • Chapter 18: How to conduct a selection interview • Preparation • The interview itself • After the interview • Chapter 19: How to do performance appraisal • The appraisal interview style • The appraisal interview sequence • Preparation • Interview structure • Making appraisal work

Appendix: Key concepts • Index

Today's managers often find themselves thrust into HR-type situations presenting both challenge and opportunity, often struggling to make the right decisions for the business and for the people involved.



Managing to Manage provides the essential understanding to cope with the core demands of people management, grounding the advice in clear examples and familiar situations. Split into two parts, the book explains the role of the manager and then demonstrates how to fulfil that role, taking a practical, hands-on approach. It's packed with unique key concepts, which guide the manager through essential skills, while forming a quick reference guide for the rest of their careers.



Managing to Manage is a comprehensive, practical guide tackling all challenges of managing people at work.