This 2-in-1 guide is designed to help you become a more effective manager in an instant, whilst giving you the deeper knowledge to ensure long-lasting results. With the unique 2-in-1 approach, you can learn your way. Use the seven Speed Read tips immediately, then take your time exploring the Big Picture chapters. O Understand how to be a great manager quickly O Effectively manage the issues that teams face O Communicate with confidence and get the right message across O Encourage your staff for exceptional performance and professional development With eBooks you can: O search for key concepts, words and phrases O make highlights and notes as you study O share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you'll gain instant access to this eBook. Time limit TheaeBooks products do not have an expiry date. You will continue to access youradigitalaebookaproducts whilst you have youraBookshelf installed.
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 Degrees 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 Degrees 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 Speed Read 6.1 Responding to a complaint 6.2 Investigating a complaint 6.3 Don't go it alone (but be discerning about who you involve) 6.4 Managing challenging conversations 6.5 Whistleblowing 6.6 Managing the organisational grapevine 6.7 Dealing with bad publicity Big Picture 6.1 Responding to a complaint 6.2 Investigating a complaint 6.3 Don't go it alone (but be discerning about who you involve) 6.4 Managing challenging conversations 6.5 Whistleblowing 6.6 Managing the organisational grapevine 6.7 Dealing with bad publicity Afterword - Chapter 6 7. BUSINESS ETHICS AND INTEGRITY Speed Read 7.1 The values-led organisation 7.2 Profit v. organisational well-being 7.3 Maintaining quality 7.4 Being responsible 7.5 Mad, bad, sad - treating a toxic organisation 7.6 Ethics in a globalised world 7.7 Be proactive Big Picture 7.1 The values-led organisation 7.2 Profit v. organisational well-being 7.3 Maintaining quality 7.4 Being responsible 7.5 Mad, bad, sad - treating a toxic organisation 7.6 Ethics in a globalised world 7.7 Be proactive A note on case studies Index
Accessing your eBook through Kortext
Once purchased, you can view your eBook through the Kortext app, available to download for Windows, Android and iOS devices. Once you have downloaded the app, your eBook will be available on your Kortext digital bookshelf and can even be downloaded to view offline anytime, anywhere, helping you learn without limits.
In addition, you'll have access to Kortext's smart study tools including highlighting, notetaking, copy and paste, and easy reference export.
To download the Kortext app, head to your device's app store or visit https://app.kortext.com to sign up and read through your browser.
NB: eBook is only available for a single-user licence (i.e. not for multiple / networked users).
