Introduction

Chapter 1: What managers do • Managerial effectiveness • The competent manager

Chapter 2: Management skills • Exercising authority • Making things happen • Prioritizing • Exercising contro • Problem solving • On being decisive

Chapter 3: leadership • The meaning of leadership • What leaders do • Leadership style • Types of leaders • The reality of leadership • What makes a good leader? • Effective leadership • Assessing leadership skills • Leadership checklists

Chapter 4: Motivating people • Motivation defined • The process of motivation • Types of motivation • Motivation theories • The key messages of motivation theory • Approaches to motivation

Chapter 5: Enhancing engagement • Drivers of engagement • What managers can do

Chapter 6: Organizing people • The process of organizing • Aim • Organizational guidelines • Developing role profiles • Post-bureaucratic organizations • Virtual organizations

Chapter 7: Team building • What is a team? • What are the factors that contribute to team effectiveness? • How should team performance be assessed? • How should team performance reviews be conducted? • What needs to be done to achieve good teamwork

Chapter 8: Delegating • What is delegation? • What are the advantages of delegation? • What are the difficulties of delegation? • Approaches to delegation • How good a delegator are you?

Chapter 9: Selection interviewing • The nature of a selection interview • The content of an interview • Preparing for the interview • Planning the interview • Interviewing techniques • Assessing the data

Chapter 10: Managing performance • The process of managing performance • Performance planning • The continuing process of managing performance • Formal review meetings • Conducting a performance review meeting

Chapter 11: Helping people to learn and develop • Conditions for effective learning • How you can promote learning and development

Chapter 12: Rewarding people • Reward systems • Approaches to rewarding people • Fixing grades and rates of pay • Reviewing pay • Managing without a reward system

Chapter 13: Managing change • The change process • Resistance to change

Chapter 14: Managing conflict • Handling intergroup conflict • Handling interpersonal conflict

Chapter 15: Handling people problems • Disciplinary issues • Handling negative behaviour • Dealing with under-performers • Dealing with absenteeism • Handling poor timekeeping

Chapter 16: Managing oneself • Knowing yourself • Analysis of achievements, skills and knowledge • Self-development

Chapter 17: Managing other people • Gaining respect • Persuading people • Performing well in meetings • Political behaviour

References

Index

From HR expert and best-selling author Michael Armstrong comes this new edition of the business staple, How to Manage People. Providing valuable insight into the functions and skills required to be an effective manager - from how to manage teams to successful recruitment - it will help you get the best from your staff, teaching you how to develop skills in:

• motivation

• developing and rewarding people

• effective leadership

• handling people problems

• team building

• delegating

• managing performance

With three brand new chapters on managing virtual teams, enhancing employee engagement and managing conflict, it is full of easily applied advice as well as practical tools and checklists. Essential reading for anyone who wants to get the best from their teams, How to Manage People distils the essence of good management into one handy book.