Armstrong's Handbook of Management and Leadership: A Guide to Managing Results

289 Pages·2009·1.34 MB·English

by  Michael Armstrong

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2ND
“The definitive guide on the processes of management and leadership.” EDITION
Commerce & Industry
“A revealing book that will help readers to develop leadership skills in others and guide them
towards personal excellence as a leader.”
Business Executive
OA
“Provides a complete presentation of all that students need know to pass CIPD examinations.” FR
M 2ND EDITION
Management Services M
A ARMSTRONG’S
Armstrong’s Handbook of Management and Leadership is the definitive guide to the practice of NS
management. It presents the key skills that will help all managers and aspiring managers to carry AT
out their roles effectively and achieve results. Packed with essential information on key theories GR
E
and best practice it contains many checklists, diagrams and summaries. This second edition has O HANDBOOK
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been updated to reflect new thinking and ideas in this area and includes:
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E
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(cid:129) the practice of management – including (cid:129) enhancing customer relations –approaches T
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management roles, leadership and strategic to customer service and achieving high AS OF MANAGEMENT
management; levels of customer service; N
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(cid:129) delivering change – the processes and (cid:129) enabling continuous improvement – D
context of change; including quality management. A AND LEADERSHIP
L
EN
A
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The book is aligned to the Managing for Results module which is part of the Chartered Institute D A guide to managing for results
of Personnel and Development’s Leadership and Management Standards. The text also serves EB
as an ideal resource for those studying introductory management modules on business and HR RO
programmes. S
O
H
IK
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The book is accompanied by additional online material for use by instructors as well as a set of
questions and answers to help students test their learning. To access these resources go to
www.koganpage.com/resources and under “Academic Resources” click on either “Student
Resources” or “Lecturer Resources” as applicable.
A
Michael Armstrongis a Companion and former Chief Examiner of the Chartered Institute of
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Personnel and Development, joint managing partner of e-reward and an independent M
management consultant. He has sold over 500,000 books on the subject of HRM (published with SIC
Kogan Page). TH
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£29.99
US $55.00
ISBN: 978-0-7494-5417-3
Kogan Page Kogan Page US
120 Pentonville Road 525 South 4th Street, #241
London N1 9JN Philadelphia PA 19147
9 780749 454173
United Kingdom USA
Michael Armstrong
www.koganpage.com Human resources
i
ARMSTRONG’S
HANDBOOK
OF MANAGEMENT
AND LEADERSHIP
ii
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iii
ARMSTRONG’S
HANDBOOK
OF MANAGEMENT
AND LEADERSHIP
A guide to managing for results
2ND
EDITION
Michael Armstrong
London and Philadelphia
iv
Publisher’s note
Every possible effort has been made to ensure that the information contained in this book is accurate at the
time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions,
however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from
action, as a result of the material in this publication can be accepted by the editor, the publisher or the
author.
First published in Great Britain and the United States in 2005 by Kogan Page Limited
Second edition 2009
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted
under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or trans-
mitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of
reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning
reproduction outside these terms should be sent to the publishers at the undermentioned addresses:
120 Pentonville Road 525 South 4th Street, #241
London N1 9JN Philadelphia PA 19147
United Kingdom USA
www.koganpage.com
© Michael Armstrong and Tina Stephens, 2005
© Michael Armstrong, 2009
The right of Michael Armstrong to be identifi ed as the author of this work has been asserted by him in accord-
ance with the Copyright, Designs and Patents Act 1988.
ISBN 978 0 7494 5417 3
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Armstrong, Michael, 1928–
Armstrong’s handbook of management and leadership : a guide to managing for results / Michael
Armstrong.
p. cm.
Rev. ed. of: A handbook of management and leadership : a guide to managing for results / Michael Armstrong,
Tina Stephens. 2005.
Includes index.
ISBN 978-0-7494-5417-3
1. Management--Handbooks, manuals, etc. 2. Leadership--Handbooks, manuals, etc. I. Armstrong, Michael,
1928- Handbook of management and leadership. II. Title.
HD38.15.A76 2009
658.4’092--dc22
2009008237
Typeset by Saxon Graphics Ltd, Derby
Printed and bound in India by Replika Press Pvt Ltd
v
Contents
Preface to the Second Edition xi
Part I The Practice of Management 1
1. The Processes of Management and Leadership 3
Management 3
Leadership 4
Management and leadership compared 7
Infl uences on management 10
2. The Role of the Manager 15
What is a manager? 15
What do managers do? 17
How do managers do it? 20
What is an effective manager? 25
What do line/middle managers contribute? 27
3. The Role of the Leader 31
What is a leader? 31
Types of leaders 32
What do leaders do? 33
How do leaders do it? 34
What makes a good leader? 36
What is the signifi cance of followers? 39
vi Contents
Part II Approaches to Management 41
4. Managing for Results 43
Planning 44
Setting objectives and targets 45
Organizing 49
Making things happen 49
5. Managing Strategically 54
Strategy 54
Strategic management 55
Developing a shared vision 56
Developing strategic plans 57
Strategic capability 58
6. Managing for Performance 60
High-performance culture 60
High-performance work systems 62
Managing individual performance 66
Managing team performance 68
7. Managing the Business 71
On being business like 72
Preparing a business plan 74
Making a business case 75
Financial budgeting and control 77
Cost–benefi t analysis 78
8. Management Skills 79
Communicating 80
Report writing 82
Making presentations 85
Motivating 88
Coaching 89
Decision-making 91
Delegating 93
Facilitating 99
Contents vii
Giving feedback 100
Networking 102
Problem-solving 103
9. Managing Systems and Processes 105
Managing systems 105
Managing processes 106
Examples of systems and process management 106
The confl ict and challenges of managing systems and processes 107
10. Managing Health and Safety 110
The importance of health and safety in the workplace 111
Health and safety policies 111
Conducting risk assessments 112
Health and safety audits 115
Health and safety inspections 116
The distinction between risk assessments, audits and inspections 117
Accident prevention 117
Occupational health programmes 118
The responsibility for health and safety 119
11. Self-development 121
The process of self-development 121
Other methods of management development 123
Self-management strategies 126
Part III Organizations 129
12. Understanding Organizations 131
Organizations and organizing 132
How organizations function 132
Organization structure 134
Types of organization 135
Organizational culture 141
Organizational processes 145
Understanding organizational policies 150
viii Contents
13. Designing Organizations 152
The process of organizing 153
Aim of organizational design 153
Conducting organization reviews 154
Organizational analysis 155
Organizational diagnosis 155
Job design 157
14. Organization Development 159
Organization development defi ned 159
Organization development strategies 160
Assumptions and values of organization development 160
Organization development activities 161
Part IV Delivering Change 165
15. The Process of Change 167
Types of change 167
How change happens 173
Organizational dynamics – how organizations grow and change 174
16. Change Management 176
Change models 177
The steps to effective change 178
How people change 179
Resistance to change 180
Developing and embracing a change culture 182
Identifying the need for change 182
The benefi ts of change 183
Risks of change 184
Planning the change programme 184
Requirements for success in managing change 186
Organizational transformation 188
Holding the gains 191
Contents ix
Part V Enhancing Customer Relations 193
17. The Essence of Customer Relations 195
Developing a customer-centric culture 195
Customer relationship management 198
Customer service 200
Customer service activities 202
Elements of customer satisfaction 203
18. Delivering High Levels of Customer Service 206
Customer service strategy 208
Assessing customer needs 208
Identifying target customers 210
Communicating to customers 211
Measuring customer satisfaction 212
Developing products and services to meet customer needs 214
Providing the infrastructure for customer service 214
Models of customer service 214
Setting standards for customer service 216
Monitoring the delivery of service standards 217
Building satisfaction and keeping customers 218
Internal customers 218
Defi ning required attitudes, skills, knowledge, behaviours and
competencies 219
Developing attitudes, skills and behaviours 224
World-class customer service examples 227
Part VI Enabling Continuous Improvement 229
19. Continuous Improvement 231
The nature of continuous improvement 231
The requirements for continuous improvement 234
The conditions and behaviour that promote continuous improvement 236
The framework for continuous improvement 238
Approaches to continuous improvement 239
Continuous improvement techniques 241
Continuous improvement programmes 244