Making Management Simple: A Practical Handbook for Dealing with Everyday Management Challenges PDF
Preview Making Management Simple: A Practical Handbook for Dealing with Everyday Management Challenges
Making Management Simple 'I read Making Management Simple and thought it was excellent... I am a great believer in the importance of getting the simple things right. The book ought to be widely used as the starting point for any management course and virtually anyone starting a job of any kind.' Bruce Lloyd, Professor of Strategic Management, London South Bank University 'This book is any easy read. It is a management course in iteself. It should be essential reading for any supervisor or new manager.' Martyn Hurd, Company Trustee for ITN Pensions and Finance Director of the Broadcast Journalism Training Council (BJTC) If you want to know how . . . Resolving Conflict How to manage disagreements and develop trust and understanding Offers an understanding of the nature of conflict and structures. This book enables us to begin to meet our needs and those of the other person, while maintaining the relationship and resolving our differences respectfully. 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Send for a free copy of the latest catalogue to: How To Books Spring Hill House, Spring Hill Road Begbroke, Oxford, 0X5 1RX, United Kingdom email: [email protected] http://www.howtobooks.co.uk Making Management Simple A practical handbook for dealing with everyday management challenges Second edition FRANCES KAY, HELEN GUINNESS AND NICOLA STEVENS HOWTOBOOKS Published by How To Content, A division of How To Books Ltd, Spring Hill House, Spring Hill Road, Begbroke, Oxford 0X5 1RX. United Kingdom. Tel: (01865) 375794. Fax: (01865) 379162. email: [email protected] http://www.howtobooks.co.uk All rights reserved. No part of this work may be reproduced or stored in an information retrieval system (other than for purposes of review) without the express permission of the publisher in writing. The right of Frances Kay, Helen Guinness and Nicola Stevens to be identified as the authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. © Copyright 2005 Frances Kay, Helen Guinness and Nicola Stevens First published in paperback 2003 Second edition 2005 First published in electronic form 2007 ISBN: 978 1 84803 077 0 Produced for How To Books by Deer Park Productions, Tavistock, Devon, UK Typeset by Kestrel Data, Exeter, UK Cover design by Baseline Arts Ltd, Oxford, UK NOTE: The material contained in this book is set out in good faith for general guidance and no liability can be accepted for loss or expense incurred as a result of relying in particular circumstances on statements made in the book. The laws and regulations are complex and liable to change, and readers should check the current position with the relevant authorities before making personal arrangements. Contents Preface vii Foreword by Patrick Forsyth ix Introduction: Management in the 21st Century 1 Management overload 1 Management magic 7 Focusing on key issues 9 1 Getting and Keeping Yourself Organised 13 Productivity 14 Time management 15 Ten aids to reducing stress 32 Summary 32 2 Being Effective 34 Defining your job and its role 36 Focusing on the job in hand and results 44 Problem-solving - taking the drama out of a crisis 54 Summary 57 3 Recruiting and Selecting the Right People 58 Defining the job to be done 59 Specifying the profile of the candidate 60 Attracting the right person 61 A systematic approach to interviewing 65 Final selection and appointment 69 4 Managing People 72 Delegation 73 How to delegate 79 V vi / MAKING MANAGEMENT SIMPLE Performance appraisals 84 Conducting the interview 87 In Summary 90 5 Getting the Most from People 92 The fundamentals of motivation 93 Producing positive results 104 Involving people 107 Aiming for excellence 115 6 Taking Responsibility for Communication 116 Making an impact 116 Impact and communication 121 Use of energy 131 Listening skills 135 Directing a communication 142 Presentation skills awareness 145 7 Change Management 153 Recognising the need for change 155 Taking a positive view 158 Managing the progress of projects 167 Summary 174 8 Defusing Difficulties 175 The roots of internal barriers 176 Handling questions, objections and awkward situations 182 The art of creating rapport 188 9 Encouraging Creativity 196 Building creativity into management 198 Realising and driving ideas for excellence 208 Active team dynamics 211 Summary 219 Afterword 221 Index 227 Preface We are excited about this second edition of Making Management Simple. Why? Because when we learned about it we realized this proves our theory and the feedback we've received from other people. The problem we found with many management books was that they're full of jargon, buzzwords, hype and theory. For many readers this can be difficult to follow. Their content is often hard to implement, as well as being confusing. Our book offers an alternative: something rather more straightforward, a useful, no- nonsense management handbook in easy to read style. Don't for one moment imagine that we're saying effective management is easy. It is not, and never will be. On the other hand, in part, the book is simple because it uses common language throughout. We have tried to write about a difficult subject using a strategic approach that emphasises good communication and clarity of purpose. Its aim is to help you, the reader, learn management techniques that promote a sense of inclusion and empowerment at all levels in the workplace. In this revised edition we have included highlighted tips, points to note and added inspiring quotes to draw the reader's attention to the most important aspects of the topic vii viii / MAKING MANAGEMENT SIMPLE being discussed. The essence of Making Management Simple lies in the simplicity of implementing the skills and tech- niques. It is about a consistent approach and style from the top. The recurrent feedback on the book shows that highly ex- perienced managers have found it a breath of fresh air and stimulated their leadership ability. It has given them an opportunity to review their management style in the modern business world. For those recent arrivals to managerial status it has been enlightening as they progress into more senior management roles. Organisations have reported to us that it has contributed to a happier corporate culture, better team- work and improved staff morale. The problem in my life and other people's lives is not the absence of knowing what to do, but the absence of doing it! Peter Drucker We hope you will enjoy this revised edition with its practical approach to meeting management challenges. Frances Kay, Helen Guinness and Nicola Stevens Foreword by Patrick Forsyth Opening another book about how to manage people might prompt the exclamation 'not ANOTHER one!' What can one say? Well, quite a bit in this case, as this one is special. I would describe it as an antidote to over-hyped management theory. Management is easy. It consists of little more than sitting in an ivory tower, issuing instructions and keeping an eye open to see if people need chasing to be sure they are executing them properly. Or so it may seem. Of course management is, in fact, no easy task and it can prove downright difficult, especially if the overall business or organisational climate in which it is practised is under pressure in any way. A simple definition will help to set the scene. Management describes the process of achieving results through other people - your people are largely instrumental in your achieving your results. This is different from your doing things for them and it is inherent to the process that management should add to what others would otherwise do ix
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