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| Foreword to the seventh edition | |
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| Preface | |
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| How to be a better manager | |
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| What management is about | |
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| The aims of management | |
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| Purpose of management and leadership | |
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| The processes of management | |
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| Managerial roles | |
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| The distinction between management and leadership | |
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| The fragmentary nature of managerial work | |
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| What managers actually do | |
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| What managers can do about it | |
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| Managerial qualities | |
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| Managerial effectiveness | |
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| Developing managerial effectiveness | |
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| Ten fundamental ways of becoming a better manager | |
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| How to be assertive | |
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| Assertion and aggression | |
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| Assertive behaviour | |
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| Handling aggression | |
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| Influencing styles | |
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| How to communicate | |
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| Barriers to communication | |
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| Overcoming barriers to communication | |
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| Listening skills | |
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| How to coach | |
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| Aims | |
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| The coaching sequence | |
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| Coaching skills | |
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| Effective coaching | |
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| Planned coaching | |
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| The manager as coach | |
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| How to coordinate | |
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| Approaches to coordination | |
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| A case study | |
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| How to achieve continuous improvement | |
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| What is continuous improvement | |
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| The significance of continuous improvement | |
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| How to introduce continuous improvement | |
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| Continuous improvement techniques | |
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| The conditions required to make continuous improvement work | |
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| How to control | |
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| Essentials of control | |
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| Controlling inputs and outputs | |
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| Control systems | |
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| Management by exception | |
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| How to be creative | |
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| Creativity | |
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| Innovation | |
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| How to be decisive | |
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| Characteristics of the decision-making process | |
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| Ten approaches to being decisive | |
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| How to delegate | |
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| Advantages of delegation | |
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| The process of delegation | |
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| When to delegate | |
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| How to delegate | |
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| The thoughts of some successful delegators | |
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| A case study | |
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| How to delight customers | |
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| Factors influencing customer satisfaction | |
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| Delighting customers | |
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| Case study - customer service at Lands' End | |
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| How to develop your emotional intelligence | |
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| Emotional intelligence defined | |
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| The significance of emotional intelligence | |
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| The components of emotional intelligence | |
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| Developing emotional intelligence | |
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| Neuro-linguistic programming | |
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| Developing your own emotional intelligence | |
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| How to develop people | |
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| Investing in people | |
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| The manager's contribution to effective development | |
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| Management development | |
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| Coaching | |
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| How to get on | |
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| Knowing yourself | |
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| Knowing what you want | |
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| Personal qualities and behaviour | |
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| Self-development | |
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| Identifying development needs | |
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| Defining the means of satisfying needs | |
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| Personal development plans | |
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| Ten self-development steps | |
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| How to handle difficult people and negative behaviour | |
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| Handling difficult people | |
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| How to handle negative behaviour | |
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| How to influence people | |
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| Persuading people | |
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| Ten rules for effective persuasion | |
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| Case presentation | |
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| How to interview | |
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| The overall purpose of a selection interview | |
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| The nature of a selection interview | |
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| Preparing for the interview | |
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| The content of an interview | |
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| Planning the interview | |
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| Interviewing techniques | |
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| Assessing the data | |
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| How to be interviewed | |
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| Preparing for the interview | |
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| Creating the right impression | |
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| Responding to questions | |
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| Ending on a high note | |
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| How to be a better leader | |
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| The roles of the leader | |
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| Leadership styles | |
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| The impact of the situation | |
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| Leadership qualities | |
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| What organizations require of leaders | |
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| Behaviours people value in leaders | |
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| Leadership checklist | |
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| Case studies | |
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| How to make a business case | |
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| The basis for a business case | |
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| Enhancing the business case | |
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| How to make things happen | |
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| What makes achievers tick? | |
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| What do achievers do? | |
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| How to analyse your own behaviour | |
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| Learning | |
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| Conclusion | |
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| How to manage your boss | |
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| Getting agreement | |
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| Dealing with problems | |
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| Impressing your boss | |
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| How to manage change | |
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| Types of change | |
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| How people change | |
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| The process of change | |
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| The approach to change management | |
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| Guidelines for change management | |
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| Gaining commitment to change | |
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| How to manage conflict | |
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| Handling inter-group conflict | |
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| Handling conflict between individuals | |
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| Conclusion | |
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| How to manage a crisis | |
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| What is crisis management? | |
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| Causes of crises | |
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| Management crises | |
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| Crisis management behaviour | |
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| Negotiating situations | |
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| When to fight | |
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| Crisis management techniques | |
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| Qualities of a crisis manager | |
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| Crisis management techniques - organizations | |
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| How to manage performance | |
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| Planning performance | |
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| Monitoring performance | |
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| Reviewing performance | |
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| How to manage projects | |
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| Project planning | |
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| Setting up the project | |
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| Controlling the project | |
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| Ten steps to effective project management | |
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| How to manage risk | |
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| Categories of risk | |
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| Minimizing risk | |
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| Managing risk | |
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| How to manage strategically | |
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| What is strategy? | |
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| Strategic management | |
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| Strategic managers | |
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| Ten things to do if you want to manage strategically | |
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| How to manage stress | |
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| Symptoms of stress | |
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| Managing stress in others - what the organization can do | |
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| Managing stress in others - what you can do | |
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| Managing your own stress | |
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| How to manage systems and processes | |
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| Managing systems | |
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| Managing processes | |
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| The conflict and challenges that managing systems and processes present | |
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| How to manage time | |
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| Analysis | |
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| Organizing yourself | |
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| Organizing other people | |
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| Time-consumer's checklist | |
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| How to manage under-performers | |
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| Why poor performance occurs | |
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| The actions required to manage under-performers | |
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| Handling disciplinary interviews | |
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| Dismissing people | |
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| Ten steps to manage under-performers | |
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| How to prepare a business plan | |
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| What is a business plan | |
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| Why have a plan | |
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| How should a business plan be structured | |
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| How should the plan be presented? | |
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| How to recover from setbacks | |
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| How to run and participate in effective meetings | |
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| Down with meetings | |
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| What's wrong with meetings? | |
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| What's right with meetings? | |
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| Dos and don'ts of meetings | |
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| Chairing meetings | |
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| Members | |
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| How to motivate people | |
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| The process of motivation | |
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| Types of motivation | |
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| Basic concepts of motivation | |
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| Implications of motivation theory | |
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| Approaches to motivation | |
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| Financial rewards | |
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| Non-financial rewards | |
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| Ten steps to achieving high levels of motivation | |
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| How to negotiate | |
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| Business negotiations | |
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| Trade union negotiations | |
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| The process of negotiation | |
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| Negotiation tactics | |
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| How to network | |
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| How to set objectives | |
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| What are objectives? | |
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| How are individual work objectives expressed? | |
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| What is a good work objective? | |
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| Defining work objectives | |
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| How to deal with office politics | |
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| Office politics - good or bad? | |
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| Political approaches | |
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| Political sensitivity | |
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| Dangers | |
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| Dealing with office politicians | |
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| Use of politics | |
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| How to organize | |
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| Organization design | |
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| The approach to organization design | |
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| Organization guidelines | |
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| The process of organization design | |
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| Defining structures | |
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| Defining roles | |
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| Implementing structures | |
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| How to plan | |
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| Planning | |
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| Planning activities | |
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| Planning techniques | |
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| How to make effective presentations | |
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| Overcoming nervousness | |
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| Preparation | |
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| Delivery | |
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| Using PowerPoint | |
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| Conclusion | |
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| How to prioritize | |
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| How to solve problems | |
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| Problems and opportunities | |
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| Improving your skills | |
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| Ten steps for effective problem solving | |
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| How to be an effective team leader | |
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| The significance of teams | |
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| Self-managing teams | |
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| Team effectiveness | |
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| Ten things to do to achieve good teamwork | |
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| Team performance reviews | |
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| Checklist for analysing team performance | |
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| How to think clearly | |
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| Developing a proposition | |
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| Testing propositions | |
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| Fallacious and misleading arguments | |
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| How things go wrong and how to put them right | |
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| Studies of incompetence | |
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| Why things go wrong - a summary | |
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| What can you do about it? | |
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| Trouble-shooting | |
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| Planning the campaign | |
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| Diagnosis | |
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| Troubleshooting checklist | |
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| Cure | |
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| Using management consultants to troubleshoot | |
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| How to write reports | |
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| What makes a good report? | |
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| Structure | |
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| Plain words | |
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| Presentation | |
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| Positive or negative indicators of behaviour | |
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| General bibliography | |
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| Further reading from Kogan Page | |
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| Index | |