Managing People (DK Essential Managers), New Edition

96 Pages·2021·8.24 MB·english

by  DK

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ESSENTIAL
M ANAGERS
MANAGING
PEOPLE
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Produced for DK by Dynamo Ltd
1 Cathedral Court, Southernhay East, Exeter, EX1 1AF
Written by Philip L. Hunsaker and
Johanna Hunsaker
Senior Art Editor Helen Spencer
Senior Editor Chauney Dunford
Jacket Design Development Manager Sophia MTT
Jacket Designers Akiko Kato, Juhi Sheth
Producer Nancy-Jane Maun
Production Editor Gillian Reid
Senior Managing Art Editor Lee Griffiths
Managing Editor Gareth Jones
Associate Publishing Director Liz Wheeler
Art Director Karen Self
Design Director Philip Ormerod
Publishing Director Jonathan Metcalf
First published in Great Britain in 2009.
This edition in 2021 by Dorling Kindersley Limited,
DK, One Embassy Gardens, 8 Viaduct Gardens, London, SW11 7BW
The authorised representative in the EEA is Dorling Kindersley
Verlag GmbH. Arnulfstr. 124, 80636 Munich, Germany
Copyright © 2009, 2015, 2021 Dorling Kindersley Limited,
A Penguin Random House Company
10 9 8 7 6 5 4 3 2 1
001-323121-Dec/21
All rights reserved. No part of this publication may be reproduced, stored in or
introduced into a retrieval system, or transmitted, in any form, or by any means
(electronic, mechanical, photocopying, recording, or otherwise), without the
prior written permission of the copyright owner.
A CIP catalogue record for this book
is available from the British Library.
ISBN: 978-0-2414-8740-2
Printed in China
www.dk.com
This book was made with Forest
Stewardship Council ™ certified paper—
one small step in DK’s commitment
to a sustainable future. For more
information, go to www.dk.com/our-
green-pledge
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Contents
Introduction 6 Chapter 3
Managing a team 48
Chapter 1
Understanding yourself 8 Setting goals and planning 50
Designing work 52
Developing self-awareness 10 High-performing teams 54
Using emotional intelligence 12 Delegating effectively 58
Applying assertiveness 16 Motivating others 62
Examining your assumptions 18 Appraising performance 68
Clarifying your values 20
Developing your personal
Chapter 4
mission statement 22
Leading others 70
Chapter 2 Taking an ethical path 72
Interacting with others 24 Ensuring cultural fit 74
Solving problems 76
Communicating effectively 26 Building power 78
Sending messages 28 Managing change 82
Listening actively 30 Helping others to improve 84
Reading nonverbal cues 32 Coaching and mentoring 90
Teaching skills 34 Managing careers 92
Giving feedback 38
Negotiating 40
Managing conflict 44 Index 94
Valuing diversity 46 Acknowledgments 96
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6 / INTRODUCTION
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INTRODUCTION / 7
Introduction
Managing other people is perhaps the most
challenging task facing any manager. It is a
dynamic process that is always evolving to
accommodate changes in the diverse and
complex workplace. Managing People provides
the understanding and skills that will help you to
develop and create motivated teams, exercising
inspirational, supportive, and empathetic leadership.
Being an effective people manager starts with
self-awareness and self-management. Interpersonal
skills are extremely important, in both one-on-one
and team situations, as you need to be able to
influence others to accomplish their own and the
organization’s goals. Building teams who create value
for your organization is crucial for any manager today
and requires the abilities to set goals, plan and design
work, delegate tasks, motivate and coach followers,
appraise performance, and solve problems. Today’s
more fluid work environments mean you’ll not only
have to know how to exercise these skills in person,
but when you and your team are working remotely
and flexibly, too.
As a leader of your team, you need to invest
considerable time in helping others to create value
and develop their careers. Successful mentoring
can contribute to fulfilment of personal, professional,
and organizational goals. In helping others to be
successful by applying the skills and guidelines
presented in Managing People, you will not only
enhance your effectiveness as a manager, but
become a leader who others want to follow.
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Understanding
yourself
Knowing yourself will give you valuable insights
into your aptitude for managing others. It allows
you to understand how you are perceived, why
people respond to you in the way they do, and
how to get the best out of them.
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10 / UNDERSTANDING YOURSELF
Developing self-awareness
Awareness of your emotions, personality, what you enjoy and dislike,
what motivates you, and what comes easily or poses challenges is a key
precursor to developing effective managerial ability. Quite simply, if
you can’t manage yourself, you will not be able to manage anyone else.
Keeping moving Take time to reflect on
The best way to enhance your self-
situations in your working
awareness is to learn in a systematic
way from your own experiences. life, your actions in
Start by reflecting on situations in your
response to them, and the
working life, your actions in response
to them, and the outcomes of these outcomes of these events
events. Schedule a regular time to
do this, either at the beginning or end
of a workday, when you are not in the
thick of the action. Give yourself space Analyzing your performance
to reflect, and make sure you can be Assessing your progress towards
alone and uninterrupted for a good your goals can help you gain a fuller
20 minutes or so. Try to gain a better understanding of your strengths and
understanding of what happened weaknesses. Whenever you make a key
and think about how you can learn decision or take a key action, write down
from each situation. what you expect will happen. Then, every
three or four months, compare the actual
results with your expectations. If you
Tip practise this method consistently, it will
help you discover what you are doing,
MAKE NOTES or failing to do, that deprives you of the
Use your journal to “think on full benefits of your strengths, and will
paper” about what you have demonstrate areas in which you are not
read about management in particularly competent and cannot
this or other books, or your perform adequately.
experiences in management
training programmes.
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