How to be an even better manager, eighth edition

320 Pages·2011·1.863 MB·English

by  Michael Armstrong

i
How to be an
Even Better
Manager
ii
THIS PAGE IS INTENTIONALLY LEFT BLANK
iii
Eighth Edition
How to be an
Even Better
Manager
Michael Armstrong
KoganPage
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 authors 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
Eighth edition 2011
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 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 1518 Walnut Street, Suite 1100 4737/23 Ansari Road
London N1 9JN Philadelphia PA 19102 Daryaganj
United Kingdom USA New Delhi 110002
www.koganpage.com India
© Michael Armstrong, 1983, 1988, 1990, 1994, 1999, 2004, 2008, 2011
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 6329 8
E-ISBN 978 0 7494 6330 4
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. – 8th ed.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-7494-6330-4 (alk. paper)
1. Management. I. Title.
HD31.A73 2011
658.4–dc22
2011014282
Typeset by Graphicraft Limited, Hong Kong
Printed and bound in India by Replika Press Pvt Ltd
v
CONTENTS
Foreword to the eighth edition xiv
Preface xv
01 How to be a better manager 1
What management is about 2
The aims of management 3
The purpose of management and leadership 3
The processes of management 4
Managerial roles 5
The distinction between management and leadership 6
The fragmentary nature of managerial work 6
What managers actually do 7
What managers can do about it 8
Managerial qualities 8
Managerial effectiveness 9
Developing managerial effectiveness 10
Ten fundamental ways of becoming a better manager 11
Notes 12
02 How to be assertive 13
Assertion and aggression 13
Assertive behaviour 13
Handling aggression 14
Influencing styles 14
03 How to benchmark 16
How does benchmarking work? 16
What do you benchmark? 17
With whom do you benchmark? 17
How do you benchmark? 17
What factors should be taken into account? 18
04 How to budget 20
The need for budgets 20
The process of budgeting 20
Limitations of budgets 21
vi Contents
Preparing budgets 21
Flexible budgets 22
Budgetary control 23
05 How to communicate 24
Barriers to communication 24
Overcoming barriers to communication 26
06 How to coordinate 28
Approaches to coordination 28
A case study 30
07 How to achieve continuous improvement 32
What is continuous improvement? 32
The significance of continuous improvement 32
How to introduce continuous improvement 33
Continuous improvement techniques 34
The conditions required to make continuous improvement
work 37
08 How to control 39
Essentials of control 39
Controlling inputs and outputs 40
Control systems 41
Management by exception 42
Note 43
09 How to be creative and innovative 44
Creativity 44
Innovation 50
Notes 51
10 How to cut costs 52
What to cut 52
Waste and costly activities 53
Planning to cut costs 53
The cost-reduction exercise 54
Contents vii
11 How to be decisive 58
Characteristics of the decision-making process 58
Ten approaches to being decisive 59
Note 60
12 How to delegate 61
Advantages of delegation 61
The process of delegation 61
When to delegate 62
How to delegate 62
The thoughts of some successful delegators 65
A case study 66
Notes 67
13 How to delight customers 68
Factors influencing customer satisfaction 68
Delighting customers 69
Case study: customer service at Lands’ End 70
14 How to develop people 72
Investing in people 72
The manager’s contribution to effective development 72
How to coach 73
15 How to empower 75
The case for empowerment 75
Assumptions about empowerment 75
The process of empowerment at organizational levels 76
What you can do individually 77
Notes 78
16 How to get on 79
Develop self-awareness 79
Know what you want 83
Personal qualities and behaviour 84
Develop your emotional intelligence 85
Develop yourself 88
Notes 90
viii Contents
17 How to handle people problems 91
Handling difficult people 91
How to handle negative behaviour 93
How to manage under-performers 97
Notes 101
18 How to increase engagement 102
Drivers of engagement 102
What organizations can do 103
What you can do 104
Notes 104
19 How to interview 105
The overall purpose of a selection interview 105
The nature of a selection interview 105
Preparing for the interview 106
The content of an interview 106
Planning the interview 108
Interviewing techniques 109
Assessing the data 112
20 How to be interviewed 114
Preparing for the interview 114
Creating the right impression 115
Responding to questions 116
Ending on a high note 116
21 How to be a better leader 117
What leadership involves 117
Leaders and followers 119
Ulrich’s leadership brand 119
Leadership styles 120
What makes a good leader? 121
Leadership and emotional intelligence 122
Developing leadership skills 122
Leadership checklists 123
Case studies 124
Notes 126
Contents ix
22 How to influence people and make a business case 127
Persuading people 127
Ten rules for effective persuasion 127
How to make a business case 128
Case presentation 130
Note 133
23 How to listen 134
24 How to make things happen 136
What makes achievers tick? 137
What do achievers do? 137
How to analyse your own behaviour 138
Learning 139
Conclusion 139
Notes 139
25 How to manage your boss 140
Getting agreement 140
Dealing with problems 142
Impressing your boss 143
26 How to manage change 144
Types of change 144
How people change 145
The process of change 146
The approach to change management 146
Guidelines for change management 148
Gaining commitment to change 149
Notes 150
27 How to manage conflict 151
Handling inter-group conflict 151
Handling conflict between individuals 152
Conclusion 154
Notes 155
28 How to manage a crisis 156
What is crisis management? 156
Causes of crises 156
x Contents
Management crises 157
Crisis management behaviour 158
Negotiating situations 159
When to fight 159
Crisis management techniques 161
Qualities of a crisis manager 162
Crisis management techniques: organizations 163
Notes 163
29 How to manage culture 164
Supporting and changing cultures 164
Culture management programmes 164
Culture change 165
How you can help 166
30 How to manage performance 167
Planning performance 168
Setting objectives 168
Monitoring performance 172
Reviewing performance 173
31 How to manage projects 176
Project planning 176
Setting up the project 177
Controlling the project 178
Ten steps to effective project management 178
32 How to manage risk 180
Categories of risk 181
Minimizing risk 181
Managing risk 182
33 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 184
Managing your own stress 185
34 How to manage time 186
Analysis 186
Organizing yourself 188