Mastering People Management

Mark Thomas

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Edition 1, Download (ePub) (about ePub downloads), 124 pages
ISBN (10): ; (13): 9781854188595

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Edition 2, Paperback , 220 pages
ISBN (10): 1 85418 328 1; (13): 978 185418328 6
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Sample chapter

Overview

In a time of rapid change and intense competition the greatest resource for any business is its people. This book explains how to build and develop a successful team by motivating, empowering and leading people. Based on in-depth experience of developing people and initiating change within many organisations, Mark Thomas provides a practical guide to mastering the essential techniques of people management.

Contents overview

  1. What is management?
  2. Mastering yourself
  3. Mastering performance management
  4. Mastering face-to-face communications
  5. Mastering role reviews and coaching techniques
  6. Mastering poor performers
  7. Mastering team management
  8. Mastering time management
  9. Mastering meetings
  10. Mastering the skills of assertion
  11. Summary checklists

Content

CHAPTER ONE: What is Management?

  • You are a manager! Welcome to the world of people management
  • Projecting versus attracting strategies
  • So what is management really all about?
  • The classic functions of management
  • But things are changing
  • Managing in the knowledge era
  • Adapting the process of managing to the knowledge era
  • Two classic approaches to managing and leading in today’s organisation
  • Task, team and individual model
  • The situational approach
  • Leadership: the most valuable attributes of a leader
  • Will managers become extinct?
  • Characteristics of the knowledge era and the worst of the old world managers

CHAPTER TWO: Mastering Yourself

  • Getting in shape for the future
  • Insecurity as a daily phenomenon
  • ACTION PLAN
  • Developing a personal brand plan – what is your brand value worth
  • Drawing a life line chart
  • Conducting a personal SWOT analysis
  • The seven essential questions in your personal brand plan
  • Getting support for you personal brand plan (PBP)
  • Eight key activities to assist you in developing your asset base
  • ACTION POINT
  • Getting balanced – how to take control and manager your self and your true value
  • Assess your management skills
  • Indentify areas for development at work

CHAPTER THREE: Mastering Performance Management

  • Managing performance
  • Influencing people
  • Some basics influencing styles – their strengths and downsides
  • Classic influencing styles in detail
  • Effective delegation

CHAPTER FOUR: Mastering Face-to-Face Communications

  • How to really listen
  • Six fundamental questions to ask yourself to improve your communication style
  • Listening and communicating to others – some basic rules
  • Applying classic questioning techniques
  • Understanding the impact of non-verbal communications
  • ACTION POINT

CHAPTER FIVE: Mastering Role Reviews and Coaching Techniques

  • Appraising your people
  • Conducting a role review and performance management meeting
  • A quick summary guide to running successful role reviews
  • ACTION POINT

CHAPTER SIX: Mastering Poor Performers

  • How to deal with poor performers
  • Managing poor performers – a quick route map
  • Agreeing performance targets
  • How to give negative feedback successfully
  • Receiving feedback
  • The ten golden rules of feedback

CHAPTER SEVEN: Mastering Team Management

  • An introduction to team performance
  • Team development
  • How to start up a team building process
  • A strategy for day-to-day teamworking
  • Team working – processes
  • Recognising why teams fail
  • Understanding your team roles:
    • The company worker/implementor
    • The chair/co-ordinator
    • The shaper
    • The plant
    • The resource investigator
    • The monitor evaluator
    • The team worker
    • The completer/finisher
  • Belbin team types summary

CHAPTER EIGHT: Mastering Time Management

  • Managing time
  • ACTION POINT
  • Managing your time effectively
  • Tackling ‘time robbers’
  • Understanding your motivation
  • Planning and organising your time
  • Minimise the effects of interruptions
  • Managing crises
  • Ensuring that efficient time management is maintained

CHAPTER NINE: Mastering Meetings

  • An introduction to managing meetings
  • Techniques for managing meetings

CHAPTER TEN: Mastering the Skills of Assertion

  • The difference between passive, assertive and aggressive behaviour
  • Behaving assertively
  • A quick guide to developing assertiveness skills
  • Dealing with unjust criticism
  • Neutralising anger

CHAPTER ELEVEN: Summary and Checklists

  • Are you a leader or a ***
  • Absolute don’ts for real leaders
  • Listening
  • Feedback
  • Delegation
  • A simple guide to managing performance
  • A short guide to making better use of your time
  • Managing people – a simple guide to assessing people
  • The key rules of assertiveness
  • Listening skills checklist

Reviews

‘There are books on managing people by the truckload, but little specifically for the first time manager. The whole range of management knowledge, theory and practice is contained in this easily absorbed text.’

Business Executive, Autumn 2006

‘Mastering People Management is not a passive read. Questions, tick-boxes and action plans encourage engagement with the content to get immediate results. Somehow the jargon makes sense and the positive, competent tone of the author gives the reader confidence in the ideas it espouses.’

‘This book is aimed at new managers and those wanting to evolve and keep up with the fast moving global economy. With the stamina and brainpower required to read it, the book really is a case of survival of the fittest.’

Catherine Gibbs, Accounting Technician

The author

Mark Thomas is a director of Performance Dynamics, an international business consultancy specialising in organisational change and people development. He has 18 years’ practical experience of industrial and commercial consulting throughout Europe, Australia and South-East Asia. He is a regular speaker and writer on organisational and people management issues.

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