Making management work: a practical approach
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | German |
| Published: |
New York [u.a.]
Prentice Hall
1992
|
| Edition: | 1. publ. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XVIII, 763 S. Ill., graph. Darst. |
| ISBN: | 0135446937 |
Staff View
MARC
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Record in the Search Index
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|---|---|
| adam_text | Contents
A Few Introductory Words from a Multinational Company Chairman xi
Foreword xiii
Preface xvii
Introduction 1
Chapter 1 Leading People 14
What Is Leadership? 16
Some Theories of Leadership 17
A Comprehensive Approach 23
A Framework for Leadership Action 31
Leader Style and Decision Making 36
Conclusion 53
References 53
Chapter 2 Motivating 55
Motivation 56
Understand 58
Accept 75
Identify 78
Act 84
Conclusion 92
References 98
Chapter 3 Developing Effective Teams 99
Successful Teams 102
Why Have Teams? 110
From Birth to Maturity: Phases of Development 115
Phased Team Development: How the Team Leader Can Help 118
Improving Teamwork: Guidelines 124
Team Performance Inhibitors 128
Conclusion 130
References 130
Chapter 4 Planning Team Action 136
Planning 139
A Scheme for Getting Things Done 140
Conclusion 158
References 162
vi Contents
Chapter 5 Developing Team Roles 163
The Winning Team 164
Team Behaviour Roles: The Basics 165
Team Roles: Descriptions 169
Personal Assessment Analysis 181
The Ideal Team 187
Constructing the Team 190
Helping Your Team Members 191
Some Notes on Teams 198
Conclusion 200
References 201
Chapter 6 Solving Problems and Making Decisions 202
Making Decisions 202
Types of Decisions 203
Steps in Making Decisions 206
Identify 207
Isolate 210
Involve 216
Investigate 234
Implement 245
Inquire 250
Conclusion 251
References 256
Chapter 7 Interviewing 257
Purpose 261
Poor Practice 264
Making Interviews Work 265
Conducting the Interview 272
Some Common Problems 278
Asking Questions 280
Pressure Tactics 284
Interview Structure 285
Organisation of Interviews 289
What to Cover in Selection Interviews 292
Gathering Information 294
Avoid These ... 295
Conclusion 303
References 304
Chapter 8 Developing Staff 305
Training and Development 305
Why Have a Staff Development Programme? 307
I
Contents vii
Methods of Staff Development 309
Identifying Needs 315
j Staff Development Model How to Do It 317
Guidelines for Improving Staff Development 329
, Do Not Forget They Are All Adults 331
Conclusion 335
References 335
Chapter 9 Adaptive Supervision 336
Supervision 338
Judgemental and Developmental Supervision 338
Supervisory Responsibilities 341
Adaptive Supervision 341
The Developmental Options 345
The Judgemental Mandates 351
Flexibility, Matching and Planning 354
Conclusion 357
References 361
Chapter 10 Developmental Appraisal 362
Develop or Stagnate 366
Benefits 368
Purposes 369
The Approach 370
The Scheme 371
Principles 372
Problems 375
The Process 377
Conclusion 407
References 408
Chapter 11 Setting Targets 410
The Simple Steps of Target Management 412
Advantages 421
Problems (or Why Target Management Sometimes Fails) 423
Guidelines for Writing Specific Target Statements 425
Conclusion 429
References 429
Chapter 12 Dealing with Conflict 430
Conflict: Is It All Bad? 430
Types of Conflict 433
Conflict Initiators 434
Dealing with Conflicts 442
viii Contents
People Conflicts 442
A Little about Intergroup Conflict 468
Dealing with Organisationally Initiated Conflict 470
When Conflict Has Been Resolved 470
Conclusion 471
References 472
Chapter 13 Influencing 473
Influence 473
Influencing People: Behaviour Strategies 479
Influencing People: Behaviour 488
Successful Influencing 500
Conclusion 503
References 504
Chapter 14 Negotiating 505
The Way Negotiation Works 508
You Do Not Have to Negotiate 510
Towards Agreement 511
Preparing to Negotiate 516
How Negotiation Proceeds 524
Some Negotiation Skills 534
Style 542
Conclusion 544
References 545
Chapter 15 Managing Time 546
Managing Time 549
The Five A s 549
Aware 551
Analyse 557
Assign 563
Attack 568
Arrange 584
Conclusion 589
References 590
Chapter 16 Running Productive Meetings 592
Meetings, Meetings! 592
Poor Meetings 596
Effective Meetings 599
Conducting the Meeting 603
After the Meeting 608
Setting the Right Conditions 610
i Contents ix
i.
Conclusion 619
References 620
Chapter 17 Delegation 621
What Is Delegation? 623
What Can Delegation Do for Me? 626
I Couldn t Possibly Delegate 628
Increasing Delegation 634
Successful Delegation 637
Prepare 640
Select 642
Meet 645
The Contract 647
Monitor 651
Review 652
Conclusion 656
References 656
Chapter 18 Writing Reports 657
Report Preparation 660
Getting the Message Across 663
Writing the Report 679
Writing Your Next Report 690
When It Is Finished 692
Conclusion 694
References 701
Chapter 19 Making Presentations 702
Making Presentations 703
Preparation 708
Essential Features 717
Getting Ready for the Presentation 718
Giving It Shape 720
Delivery 729
Visual Aids 738
Conclusion 740
References 741
Conclusion 743
The Authors 747
Index 749
|
| adam_txt |
Contents
A Few Introductory Words from a Multinational Company Chairman xi
Foreword xiii
Preface xvii
Introduction 1
Chapter 1 Leading People 14
What Is Leadership? 16
Some Theories of Leadership 17
A Comprehensive Approach 23
A Framework for Leadership Action 31
Leader Style and Decision Making 36
Conclusion 53
References 53
Chapter 2 Motivating 55
Motivation 56
Understand 58
Accept 75
Identify 78
Act 84
Conclusion 92
References 98
Chapter 3 Developing Effective Teams 99
Successful Teams 102
Why Have Teams? 110
From Birth to Maturity: Phases of Development 115
Phased Team Development: How the Team Leader Can Help 118
Improving Teamwork: Guidelines 124
Team Performance Inhibitors 128
Conclusion 130
References 130
Chapter 4 Planning Team Action 136
Planning 139
A Scheme for Getting Things Done 140
Conclusion 158
References 162
vi Contents
Chapter 5 Developing Team Roles 163
The Winning Team 164
Team Behaviour Roles: The Basics 165
Team Roles: Descriptions 169
Personal Assessment Analysis 181
The 'Ideal' Team 187
Constructing the Team 190
Helping Your Team Members 191
Some Notes on Teams 198
Conclusion 200
References 201
Chapter 6 Solving Problems and Making Decisions 202
Making Decisions 202
Types of Decisions 203
Steps in Making Decisions 206
Identify 207
Isolate 210
Involve 216
Investigate 234
Implement 245
Inquire 250
Conclusion 251
References 256
Chapter 7 Interviewing 257
Purpose 261
Poor Practice 264
Making Interviews Work 265
Conducting the Interview 272
Some Common Problems 278
Asking Questions 280
Pressure Tactics 284
Interview Structure 285
Organisation of Interviews 289
What to Cover in Selection Interviews 292
Gathering Information 294
Avoid These . 295
Conclusion 303
References 304
Chapter 8 Developing Staff 305
Training and Development 305
Why Have a Staff Development Programme? 307
I
Contents vii
Methods of Staff Development 309
Identifying Needs 315
j Staff Development Model How to Do It 317
Guidelines for Improving Staff Development 329
, Do Not Forget They Are All Adults 331
Conclusion 335
References 335
Chapter 9 Adaptive Supervision 336
Supervision 338
Judgemental and Developmental Supervision 338
Supervisory Responsibilities 341
Adaptive Supervision 341
The Developmental Options 345
The Judgemental Mandates 351
Flexibility, Matching and Planning 354
Conclusion 357
References 361
Chapter 10 Developmental Appraisal 362
Develop or Stagnate 366
Benefits 368
Purposes 369
The Approach 370
The Scheme 371
Principles 372
Problems 375
The Process 377
Conclusion 407
References 408
Chapter 11 Setting Targets 410
The Simple Steps of Target Management 412
Advantages 421
Problems (or Why Target Management Sometimes Fails) 423
Guidelines for Writing Specific Target Statements 425
Conclusion 429
References 429
Chapter 12 Dealing with Conflict 430
Conflict: Is It All Bad? 430
Types of Conflict 433
Conflict Initiators 434
Dealing with Conflicts 442
viii Contents
People Conflicts 442
A Little about Intergroup Conflict 468
Dealing with Organisationally Initiated Conflict 470
When Conflict Has Been 'Resolved' 470
Conclusion 471
References 472
Chapter 13 Influencing 473
Influence 473
Influencing People: Behaviour Strategies 479
Influencing People: Behaviour 488
Successful Influencing 500
Conclusion 503
References 504
Chapter 14 Negotiating 505
The Way Negotiation Works 508
You Do Not Have to Negotiate 510
Towards Agreement 511
Preparing to Negotiate 516
How Negotiation Proceeds 524
Some Negotiation Skills 534
Style 542
Conclusion 544
References 545
Chapter 15 Managing Time 546
Managing Time 549
The Five A's 549
Aware 551
Analyse 557
Assign 563
Attack 568
Arrange 584
Conclusion 589
References 590
Chapter 16 Running Productive Meetings 592
Meetings, Meetings! 592
Poor Meetings 596
Effective Meetings 599
Conducting the Meeting 603
After the Meeting 608
Setting the Right Conditions 610
i Contents ix
'i.
Conclusion 619
References 620
Chapter 17 Delegation 621
What Is Delegation? 623
What Can Delegation Do for Me? 626
'I Couldn't Possibly Delegate' 628
Increasing Delegation 634
Successful Delegation 637
Prepare 640
Select 642
Meet 645
The Contract 647
Monitor 651
Review 652
Conclusion 656
References 656
Chapter 18 Writing Reports 657
Report Preparation 660
Getting the Message Across 663
Writing the Report 679
Writing Your Next Report 690
When It Is Finished 692
Conclusion 694
References 701
Chapter 19 Making Presentations 702
Making Presentations 703
Preparation 708
Essential Features 717
Getting Ready for the Presentation 718
Giving It Shape 720
Delivery 729
Visual Aids 738
Conclusion 740
References 741
Conclusion 743
The Authors 747
Index 749 |
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| institution | BVB |
| isbn | 0135446937 |
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| spelling | Stott, Kenneth Verfasser aut Making management work a practical approach 1. publ. New York [u.a.] Prentice Hall 1992 XVIII, 763 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Management Management gtt Theorie en praktijk gtt Führungstechnik (DE-588)4200179-1 gnd rswk-swf Unternehmensleitung (DE-588)4233771-9 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s DE-604 Führungstechnik (DE-588)4200179-1 s Unternehmensleitung (DE-588)4233771-9 s Walker, Allan Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015146173&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Stott, Kenneth Walker, Allan Making management work a practical approach Management Management gtt Theorie en praktijk gtt Führungstechnik (DE-588)4200179-1 gnd Unternehmensleitung (DE-588)4233771-9 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4200179-1 (DE-588)4233771-9 (DE-588)4037278-9 |
| title | Making management work a practical approach |
| title_auth | Making management work a practical approach |
| title_exact_search | Making management work a practical approach |
| title_exact_search_txtP | Making management work a practical approach |
| title_full | Making management work a practical approach |
| title_fullStr | Making management work a practical approach |
| title_full_unstemmed | Making management work a practical approach |
| title_short | Making management work |
| title_sort | making management work a practical approach |
| title_sub | a practical approach |
| topic | Management Management gtt Theorie en praktijk gtt Führungstechnik (DE-588)4200179-1 gnd Unternehmensleitung (DE-588)4233771-9 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Management Theorie en praktijk Führungstechnik Unternehmensleitung |
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