Table Of Content

HOW TO BE EVEN AN BETTER MANAGER HOW TO BE EVEN AN BETTER MANAGER Seventh Edition A Complete A–Z of Proven Techniques & Essential Skills MICHAEL ARMSTRONG London and Philadelphia Masculine pronouns have been used in this book. This stems from a desire to avoid ugly and cumbersome language, and no discrimination, prejudice or bias is intended. 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 in 1983, entitled How to be a Better Manager Second edition, 1988, entitled How to be an Even Better Manager Third edition 1990 Fourth edition 1994 Fifth edition 1999 Sixth edition 2004 Seventh edition 2008 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 transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of repro- graphic 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, 1983, 1988, 1990, 1994, 1999, 2004, 2008 The right of Michael Armstrong to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 978 0 7494 5163 9 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– How to be an even better manager : a complete A–Z of proven techniques and essential skills / Michael Armstrong. -- 7th ed. p. cm. With subtitle not on previous editions. Includes bibliographical references and index. ISBN 978-0-7494 5163-9 1. Management. I. Title. HD31.A73 2008 658.4--dc22 2007047440 Typeset by Jean Cussons Typesetting, Diss, Norfolk Printed and bound in India by Replika Press Pvt Ltd Contents Foreword to the seventh edition xiii Preface xv 1. How to be a better manager 1 What management is about 2; The aims of management 3; Purpose of management and leadership 3; The processes of management 5; Managerial roles 6; The distinction between management and leadership 7; The fragmentary nature of managerial work 7; What managers actually do 8; What managers can do about it 9; Managerial qualities 10; Managerial effectiveness 11; Developing managerial effectiveness 12; Ten fundamental ways of becoming a better manager 13 2. How to be assertive 14 Assertion and aggression 14; Assertive behaviour 15; Handling aggression 15; Influencing styles 16 3. How to communicate 17 Barriers to communication 17; Overcoming barriers to communication 19; Listening skills 21 vi Contents 4. How to coach 23 Aims 24; The coaching sequence 24; Coaching skills 25; Effective coaching 25; Planned coaching 25; The manager as coach 26 5. How to coordinate 27 Approaches to coordination 27; A case study 29 6. How to achieve continuous improvement 32 What is continuous improvement 32; The significance of continuous improvement 33; How to introduce continuous improvement 33; Continuous improvement techniques 35; The conditions required to make continuous improvement work 39 7. How to control 40 Essentials of control 40; Controlling inputs and outputs 42; Control systems 43; Management by exception 44 8. How to be creative 46 Creativity 46; Innovation 53 9. How to be decisive 55 Characteristics of the decision-making process 55; Ten approaches to being decisive 56 10. How to delegate 58 Advantages of delegation 59; The process of delegation 59; When to delegate 60; How to delegate 60; The thoughts of some successful delegators 63; A case study 65 11. How to delight customers 66 Factors influencing customer satisfaction 66; Delighting customers 68; Case study – customer service at Lands’ End 69 12. How to develop your emotional intelligence 71 Emotional intelligence defined 71; The significance of emotional intelligence 71; The components of emotional intelligence 72; Developing emotional intelligence 73; Neuro-linguistic programming 74; Developing your own emotional intelligence 75 Contents vii 13. How to develop people 77 Investing in people 77; The manager’s contribution to effective development 77; Management development 78; Coaching 80 14. How to get on 81 Knowing yourself 82; Knowing what you want 86; Personal qualities and behaviour 87; Self-development 88; Identifying development needs 89; Defining the means of satisfying needs 89; Personal development plans 90; Ten self-development steps 91 15. How to handle difficult people and negative 92 behaviour Handling difficult people 92; How to handle negative behaviour 95 16. How to influence people 100 Persuading people 100; Ten rules for effective persuasion 100; Case presentation 102 17. How to interview 106 The overall purpose of a selection interview 106; The nature of a selection interview 106; Preparing for the interview 107; The content of an interview 108; Planning the interview 110; Interviewing techniques 111; Assessing the data 115 18. How to be interviewed 117 Preparing for the interview 117; Creating the right impression 119; Responding to questions 119; Ending on a high note 120 19. How to be a better leader 121 The roles of the leader 121; Leadership styles 122; The impact of the situation 122; Leadership qualities 123; What organizations require of leaders 124; Behaviours people value in leaders 124; Leadership checklist 125; Case studies 126 viii Contents 20. How to make a business case 129 The basis for a business case 129; Enhancing the business case 131 21. How to make things happen 132 What makes achievers tick? 133; What do achievers do? 134; How to analyse your own behaviour 135; Learning 136; Conclusion 136 22. How to manage your boss 137 Getting agreement 138; Dealing with problems 140; Impressing your boss 140 23. How to manage change 142 Types of change 143; How people change 143; The process of change 144; The approach to change management 145; Guidelines for change management 147; Gaining commitment to change 148 24. How to manage conflict 150 Handling inter-group conflict 151; Handling conflict between individuals 152; Conclusion 154 25. How to manage a crisis 156 What is crisis management? 156; Causes of crises 157; Management crises 158; Crisis management behaviour 158; Negotiating situations 160; When to fight 160; Crisis management techniques 162; Qualities of a crisis manager; Crisis management techniques – organizations 165 26. How to manage performance 166 Planning performance 167; Monitoring performance 167; Reviewing performance 168 27. How to manage projects 172 Project planning 172; Setting up the project 174; Controlling the project 174; Ten steps to effective project management 175 Contents ix 28. How to manage risk 176 Categories of risk 177; Minimizing risk 178; Managing risk 178 29. How to manage strategically 180 What is strategy? 180; Strategic management 181; Strategic managers 182; Ten things to do if you want to manage strategically 182 30. How to manage stress 183 Symptoms of stress 184; Managing stress in others – what the organization can do 184; Managing stress in others – what you can do 185; Managing your own stress 185 31. How to manage systems and processes 187 Managing systems 187; Managing processes 188; The conflict and challenges that managing systems and processes present 188 32. How to manage time 190 Analysis 190; Organizing yourself 192; Organizing other people 195; Time-consumer’s checklist 196 33. How to manage under-performers 201 Why poor performance occurs 201; The actions required to manage under-performers 202; Handling disciplinary interviews 204; Dismissing people 204; Ten steps to manage under-performers 205 34. How to prepare a business plan 207 What is a business plan 207; Why have a plan 207; How should a business plan be structured 208; How should the plan be presented? 212 35. How to recover from setbacks 213 36. How to run and participate in effective meetings 215 Down with meetings 215; What’s wrong with meetings? 216; What’s right with meetings? 216; Dos and don’ts of meetings 217; Chairing meetings 218; Members 219 x Contents 37. How to motivate people 221 The process of motivation 222; Types of motivation 222; Basic concepts of motivation 223; Implications of motivation theory 224; Approaches to motivation 225; Financial rewards 226; Non-financial rewards 227; Ten steps to achieving high levels of motivation 229 38. How to negotiate 231 Business negotiations 232; Trade union negotiations 232; The process of negotiation 233; Negotiation tactics 236 39. How to network 244 40. How to set objectives 246 What are objectives? 246; How are individual work objectives expressed? 247; What is a good work objective? 248; Defining work objectives 249 41. How to deal with office politics 253 Office politics – good or bad? 253; Political approaches 254; Political sensitivity 255; Dangers 256; Dealing with office politicians 256; Use of politics 257 42. How to organize 259 Organization design 259; The approach to organization design 260; Organization guidelines 261; The process of organization design 263; Defining structures 264; Defining roles 265; Implementing structures 265 43. How to plan 267 Planning 267; Planning activities 268; Planning techniques 269 44. How to make effective presentations 272 Overcoming nervousness 272; Preparation 273; Delivery 277; Using PowerPoint 278; Conclusion 280 45. How to prioritize 281