Managing for dummies: [a comprehensive guide to the fundamentals of effective management]
Saved in:
| Main Authors: | , , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Chichester
Wiley
2007
|
| Edition: | [UK ed.] |
| Series: | ... for Dummies
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XX, 376 S. Ill., graph. Darst. |
| ISBN: | 9780470056899 |
Staff View
MARC
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Record in the Search Index
| _version_ | 1804137395580305408 |
|---|---|
| adam_text | Contents at a Glance
Introduction /
Part 1: lou Want to Be a Manager 7
Chapter 1: You re a Manager-Now What? 9
Chapter 2: Delegation: Getting Things Done without Getting Done In 29
Chapter 3: Lead, Follow, or Get Out of the Way 47
Part 11: Managing People 59
Chapter 4: Recruitment and Selection: The Million-Pound Decision 61
Chapter 5: Inspiring Employees to Better Performance 79
Chapter 6: Coaching and Development 97
Part 111: Making Things Happen 107
Chapter 7: Setting Goals and Targets 109
Chapter 8: Performance Appraisal and Management: People and Projects 125
Chapter 9: Tackling Performance Appraisals 141
Part IV: Working With (Other) People 155
Chapter 10: Effective Communication: Getting Your Message Across 157
Chapter 11: Working Together in Teams and Groups 179
Chapter 12: Managing Flexible Workers 197
Chapter 13: Ethics and Office Politics 207
Part V: lough Times for Tough Managers 229
Chapter 14: Managing Change at Work 231
Chapter 15: Employee Discipline: Setting Standards and Enforcing Them 241
Chapter 16: Resignations, Dismissals, and Redundancies 257
Chapter 17: Managing Me: Taking Care of No. 1 273
Part VI: Tools ana* Techniques for Managing 285
Chapter 18: Budgeting and Accounting 287
Chapter 19: Harnessing the Power of Technology 309
Chapter 20: Developing and Mentoring Employees 321
Chapter 21: Keeping Track of Management Trends 335
Part f/11: The Part of Tens 3h3
Chapter 22: Ten Common Management Mistakes 345
Chapter 23: The Ten Best Ways to Recognise Employees 351
Chapter 24: Ten (Plus Two) Classic Business Books You Need to Know About ....357
Index 363
Table of Contents
Introduction.. 7
About This Book 2
How to Use This Book 2
Conventions Used in This Book 3
Foolish Assumptions 3
How This Book Is Organised 3
Part I: You Want to Be a Manager 3
Part II: Managing People 4
Part III: Making Things Happen 4
Part IV: Working with (Other) People 4
Part V: Tough Times for Tough Managers 4
Part VI: Tools and Techniques for Managing 4
Part VII: The Part of Tens 5
Icons Used in This Book 5
Where Do I Go from Here? 6
Part h /ou Want to Be a Manager 7
Chapter 1: You re a Manager - Now What? 9
Identifying the Different Styles of Management 10
Macho management 11
Participative management 12
The best way 12
Recognising that Quick Fixes Don t Work 13
Meeting the Management Challenge 15
The old rules don t work any more 15
It s a new world 17
Trust is not a four-letter word 18
Explaining the New Functions of Management 21
Energise 21
Empower 22
Support 23
Communicate 24
Taking the First Steps towards Becoming a Manager 25
Look and listen 25
Do and learn 26
Managing For Dummies
Chapter 2: Delegation: Getting Things
Done without Getting Done In 29
Delegating: The Manager s No. 1 Tool 30
Explaining the Myths about Delegation 32
Myth No. 1: You can t trust your employees to be responsible 32
Myth No. 2: When you delegate, you lose
control of a task and its outcome 33
Myth No. 3: You re the only one who has the answers 33
Myth No. 4: You can do the work faster by yourself 34
Myth No. 5: Delegation dilutes your authority 34
Myth No. 6: Your employees get recognition
for doing a good job, not you 35
Myth No. 7: Delegation decreases your flexibility 35
Myth No. 8: Your employees are too busy 36
Myth No. 9: Your workers don t see the big picture 36
Trusting Your Employees 37
Taking the Seven Steps to Delegate 37
Looking at the Good and the Bad of Delegation 38
Always delegate these things 39
Avoid delegating these things 41
Checking Up, Not Checking Out 43
Chapter 3: Lead, Follow, or Get Out of the Way 47
Understanding the Differences between Management and Leadership....48
Looking at What Leaders Do 49
Inspire action 49
Communicate 50
Support and facilitate 51
Surveying Leading Leadership Traits 52
Optimism 53
Confidence 54
Integrity 54
Decisiveness 55
Fostering Collaborative Leadership 56
Part 11: Managing People 59
Chapter 4: Recruitment and Selection:
The Million-Pound Decision 61
Asking for the Right Stuff 62
Defining the Job and the Person 64
Finding Good People 65
Being the Greatest Interviewer in the World 67
Asking the right questions 68
Interviewing do s 69
Interviewing don ts 70
Table of Contents
Evaluating Your Candidates 72
Checking references 72
Reviewing your notes 74
Conducting second (or third) interviews 74
Engaging the Best (and Leaving the Rest) 75
Being objective 75
Trusting your gut 76
Adjusting after the offer 77
Chapter 5: Inspiring Employees to Better Performance 79
The Greatest Management Principle in the World 80
Recognition isn t as simple as it looks 80
Biscuit motivation 81
Discovering What Employees Want 83
Creating a supportive environment 85
Having a good game plan 87
Deciding What to Reward 87
Starting with the Positive 89
Making a Big Deal about Something Little 91
Money and Motivation 92
Compensating with wages and salaries 92
Realising when incentives become entitlements 92
Working out what motivates your staff 93
Realising that you hold the key to your employees motivation ...95
Chapter 6: Coaching and Development 97
Playing a Coach s Role 98
Coaching: A Rough Guide 100
Coaching Metaphors for Success in Business 101
Confronting Turning Points 102
Making turning points into big successes 102
Making coaching special 103
Tapping into the Coach s Expertise 104
Part 111: Making Things Happen 107
Chapter 7: Setting Goals and Targets 109
If You Don t Know Where You re Going, How
Do You Know When You Get There? 110
Identifying SMART Goals 113
Setting Goals: Less Is More 115
Communicating Your Goals to Your Team 117
Juggling Priorities 119
Using Your Power for Good: Making Your Goals Happen 122
Managing For Dummies
Chapter 8: Performance Appraisal and Management:
People and Projects 125
Taking the First Steps 126
Developing a System for Providing Immediate
Performance Feedback 128
Setting your checkpoints: The milestones 128
Reaching your checkpoints: The actions 129
Acting in sequence: The relationships 129
Establishing your timeframe: The schedules 130
Putting Performance Measuring and Monitoring into Practice 131
Studying Sheerness Steel 131
Reducing shrinkage 134
Using Gantts, PERTs, and Other Yardsticks 136
Stacking up the Gantt or bar chart 136
Following flow charts 138
Inserting software 139
Reading the Results 140
Chapter 9: Tackling Performance Appraisals 141
Appraising Performance: Why it Matters 142
Spelling Out the Performance Appraisal Process 143
Avoiding Common Traps 147
Sorting Out Why Appraisals Go Bad 149
Preparing for the No-Surprises Appraisal 151
Part IV: Working With (Other) People 155
Chapter 10: Effective Communication:
Getting Your Message Across 157
Understanding Communication: The Cornerstone of Business 158
The Cutting Edge of Communication and Information Technology 160
Speed and flexibility 161
Gadgets and gizmos 162
Videoconferencing and electronic meetings 162
Badmouthing Bad Communication 163
Poisoning the well of communications 165
Hear, Hear! The Art of Listening 166
Harnessing the Power of the Written Word . 169
Making Presentations 171
Preparing presentations 171
A picture is worth a thousand words 173
Making your presentation 177
Table of Contents
Chapter 11: Working Together in Teams and Groups 179
Phasing Out the Old Hierarchy 180
Downsizing organisations 180
Moving towards co-operation 182
Empowering Your Teams 183
Recognising the value of an empowered workforce 183
Managing your teams 184
Identifying the Advantages of Teams 185
Smaller and nimbler 185
Innovative and adaptable 186
Setting Up and Supporting Your Teams 186
Formal teams 187
Informal teams 188
Self-managed teams 189
The real world 190
New technology and teams 192
Meetings: Putting Teams to Work 193
The trouble with meetings 193
The eight keys to great meetings 195
Chapter 12: Managing Flexible Workers 197
Making Room for a New Kind of Employee 198
Preparing to be flexible 198
Anticipating changes to the organisation s culture 200
Managing from a Distance 201
Managing Different Shifts and Patterns of Work 202
Telecommuting and Homeworking 203
Chapter 13: Ethics and Office Politics 207
Doing the Right Thing: Ethics and You 208
Defining ethics 208
Creating a code of ethics 209
Living ethics 212
Evaluating Your Political Environment 213
Assessing your organisation s political environment 213
Identifying key players 215
Redrawing your organisation chart 216
Scrutinising Communication: What s Real and What s Not? 218
Believing actions, not words 218
Reading between the lines 219
Probing for information 220
Uncovering the Unwritten Rules of Organisational Politics 220
Be friendly with all 221
Help others get what they want 222
Managing For Dummies
Don t party at company parties 223
Manage your manager 224
Move ahead with your mentors 224
Be trustworthy 225
Protecting Yourself 225
Document for protection 226
Don t make promises you can t keep 226
Be visible 227
Part V: Tough Times for Tough Managers 229
Chapter 14: Managing Change at Work 231
Keeping Pace 232
Choosing between legitimate urgency
and crisis management 232
Recognising and dealing with crises 233
Embracing Change 234
Identifying the four stages of change 234
Figuring out if you re fighting change 235
Aiding Your Employees through Change 237
Encouraging Employee Initiative 238
Making Changes within Yourself 240
Chapter 15: Employee Discipline: Setting
Standards and Enforcing Them 241
Understanding the Need for Employee Discipline 242
Following Procedures 243
Focusing on Performance, Not Personalities 245
Identifying the Two Tracks of Discipline 246
Dealing with performance problems: The first track 247
Dealing with misconduct: The second track 248
Disciplining Employees: A Suite in Five Parts 250
Describing the unacceptable behaviour 251
Expressing the impact to the work unit 251
Specifying the required changes 252
Outlining the consequences 252
Providing emotional support 253
Putting it all together 253
Making a Plan for Improvement 254
Implementing the Improvement Plan 255
Table of Contents
Chapter 16: Resignations, Dismissals, and Redundancies 257
Accepting Resignations 257
Dealing with Dismissals 258
Making employees redundant 259
Processing the types of dismissal 261
Gathering good reasons for firing 263
Easing into Dismissal 264
Trying to avoid the inevitable 265
Working up to dismissal 266
Heeding the Warning Before You Fire an Employee 267
Firing an Employee Fairly in Three Steps 268
Determining the Best Time to Dismiss 271
Chapter 17: Managing Me: Taking Care of No. 1 273
Weighing the Work-Life Dilemma 273
Reaping the benefits of a balanced work life and personal life....274
Managing balance 275
Avoiding Becoming a Workaholic 276
Knowing the Symptoms of Stress 277
Managing Your Stress 279
Changing the things you can 279
Accepting the things that you can t change 281
Trying out some specific stress-reduction exercises 283
Part VI: foots and Techniques for Managing 285
Chapter 18: Budgeting and Accounting .287
Exploring the Wonderful World of Budgets 287
Making a Budget 289
Budgeting and the Real World 291
Producing real budgets 293
Staying on budget 294
Understanding the Basics of Accounting 295
Working out the accounting equation 296
Knowing double-entry bookkeeping 299
Identifying the Most Common Types of Financial Statements 300
The balance sheet 300
The profit and loss account 300
The cash-flow statement 304
Analysing Business Health 304
Using financial ratios 304
Using other measures 306
«
Managing For Dummies
Chapter 19: Harnessing the Power of Technology 309
Using Technology to Your Advantage 310
Know your business 310
Create a technology-competitive advantage 310
Develop a plan 311
Get some help 312
Evaluating the Benefits and Drawbacks of Technology 312
Improving Efficiency and Productivity 314
Getting the Most Out of Information Technology 317
Planning and Implementation 318
Chapter 20: Developing and Mentoring Employees 321
Explaining How Employee Development Helps 322
Creating Career Development Plans 325
Helping Employees to Develop 328
Finding a Mentor, Being a Mentor 330
Balancing Development and Downsizing 332
Chapter 21: Keeping Track of Management Trends 335
Beginning with the Basics 336
Creating a Learning Organisation 337
Making a Flat Organisation 338
Unlocking Open-Book Management ZZZ. ZZZ..339
Understanding Six Sigma 34O
Part Vlh The Part of Tens 343
Chapter 22: Ten Common Management Mistakes 345
Not Making the Transition from Worker to Manager 345
Not Setting Clear Goals and Expectations 346
Failing to Delegate 346
Failing to Communicate 347
Not Making Time for Employees 347
Not Recognising Employee Achievements 348
Failing to Develop 348
Resisting Change ZZZZZ. 349
Going for the Quick Fix over the Lasting Solution 349
Taking It All Too Seriously 349
Table of Contents
Chapter 23: The Ten Best Ways to Recognise Employees 351
Support and Involvement 352
Personal Praise 352
Autonomy and Authority 352
Flexible Working Hours 353
Training and Development 353
Your Time 354
Written Praise 354
Electronic Praise 354
Public Praise 355
And So to Money 355
Chapter 24: Ten (Plus Two) Classic Business
Books You Need to Know About 357
In Search of Excellence 357
Managing for Results 358
The Human Side of Enterprise 358
The Peter Principle 359
Competitive Strategy 359
The One Minute Manager 360
Management Stripped Bare 360
In Search of European Excellence 360
The Fifth Discipline: The Art and Practice
of the Learning Organisation 361
Understanding Organisations 361
Body and Soul: The Body Shop Story 361
Maverick! 362
Index 363
|
| adam_txt |
Contents at a Glance
Introduction /
Part 1: \lou Want to Be a Manager 7
Chapter 1: You're a Manager-Now What? 9
Chapter 2: Delegation: Getting Things Done without Getting Done In 29
Chapter 3: Lead, Follow, or Get Out of the Way 47
Part 11: Managing People 59
Chapter 4: Recruitment and Selection: The Million-Pound Decision 61
Chapter 5: Inspiring Employees to Better Performance 79
Chapter 6: Coaching and Development 97
Part 111: Making Things Happen 107
Chapter 7: Setting Goals and Targets 109
Chapter 8: Performance Appraisal and Management: People and Projects 125
Chapter 9: Tackling Performance Appraisals 141
Part IV: Working With (Other) People 155
Chapter 10: Effective Communication: Getting Your Message Across 157
Chapter 11: Working Together in Teams and Groups 179
Chapter 12: Managing Flexible Workers 197
Chapter 13: Ethics and Office Politics 207
Part V: lough Times for Tough Managers 229
Chapter 14: Managing Change at Work 231
Chapter 15: Employee Discipline: Setting Standards and Enforcing Them 241
Chapter 16: Resignations, Dismissals, and Redundancies 257
Chapter 17: Managing Me: Taking Care of No. 1 273
Part VI: Tools ana* Techniques for Managing 285
Chapter 18: Budgeting and Accounting 287
Chapter 19: Harnessing the Power of Technology 309
Chapter 20: Developing and Mentoring Employees 321
Chapter 21: Keeping Track of Management Trends 335
Part f/11: The Part of Tens 3h3
Chapter 22: Ten Common Management Mistakes 345
Chapter 23: The Ten Best Ways to Recognise Employees 351
Chapter 24: Ten (Plus Two) Classic Business Books You Need to Know About .357
Index 363
Table of Contents
Introduction. 7
About This Book 2
How to Use This Book 2
Conventions Used in This Book 3
Foolish Assumptions 3
How This Book Is Organised 3
Part I: You Want to Be a Manager 3
Part II: Managing People 4
Part III: Making Things Happen 4
Part IV: Working with (Other) People 4
Part V: Tough Times for Tough Managers 4
Part VI: Tools and Techniques for Managing 4
Part VII: The Part of Tens 5
Icons Used in This Book 5
Where Do I Go from Here? 6
Part h \/ou Want to Be a Manager 7
Chapter 1: You're a Manager - Now What? 9
Identifying the Different Styles of Management 10
Macho management 11
Participative management 12
The best way 12
Recognising that Quick Fixes Don't Work 13
Meeting the Management Challenge 15
The old rules don't work any more 15
It's a new world 17
Trust is not a four-letter word 18
Explaining the New Functions of Management 21
Energise 21
Empower 22
Support 23
Communicate 24
Taking the First Steps towards Becoming a Manager 25
Look and listen 25
Do and learn 26
Managing For Dummies
Chapter 2: Delegation: Getting Things
Done without Getting Done In 29
Delegating: The Manager's No. 1 Tool 30
Explaining the Myths about Delegation 32
Myth No. 1: You can't trust your employees to be responsible 32
Myth No. 2: When you delegate, you lose
control of a task and its outcome 33
Myth No. 3: You're the only one who has the answers 33
Myth No. 4: You can do the work faster by yourself 34
Myth No. 5: Delegation dilutes your authority 34
Myth No. 6: Your employees get recognition
for doing a good job, not you 35
Myth No. 7: Delegation decreases your flexibility 35
Myth No. 8: Your employees are too busy 36
Myth No. 9: Your workers don't see the big picture 36
Trusting Your Employees 37
Taking the Seven Steps to Delegate 37
Looking at the Good and the Bad of Delegation 38
Always delegate these things 39
Avoid delegating these things 41
Checking Up, Not Checking Out 43
Chapter 3: Lead, Follow, or Get Out of the Way 47
Understanding the Differences between Management and Leadership.48
Looking at What Leaders Do 49
Inspire action 49
Communicate 50
Support and facilitate 51
Surveying Leading Leadership Traits 52
Optimism 53
Confidence 54
Integrity 54
Decisiveness 55
Fostering Collaborative Leadership 56
Part 11: Managing People 59
Chapter 4: Recruitment and Selection:
The Million-Pound Decision 61
Asking for the Right Stuff 62
Defining the Job and the Person 64
Finding Good People 65
Being the Greatest Interviewer in the World 67
Asking the right questions 68
Interviewing do's 69
Interviewing don'ts 70
Table of Contents
Evaluating Your Candidates 72
Checking references 72
Reviewing your notes 74
Conducting second (or third) interviews 74
Engaging the Best (and Leaving the Rest) 75
Being objective 75
Trusting your gut 76
Adjusting after the offer 77
Chapter 5: Inspiring Employees to Better Performance 79
The Greatest Management Principle in the World 80
Recognition isn't as simple as it looks 80
Biscuit motivation 81
Discovering What Employees Want 83
Creating a supportive environment 85
Having a good game plan 87
Deciding What to Reward 87
Starting with the Positive 89
Making a Big Deal about Something Little 91
Money and Motivation 92
Compensating with wages and salaries 92
Realising when incentives become entitlements 92
Working out what motivates your staff 93
Realising that you hold the key to your employees' motivation .95
Chapter 6: Coaching and Development 97
Playing a Coach's Role 98
Coaching: A Rough Guide 100
Coaching Metaphors for Success in Business 101
Confronting Turning Points 102
Making turning points into big successes 102
Making coaching special 103
Tapping into the Coach's Expertise 104
Part 111: Making Things Happen 107
Chapter 7: Setting Goals and Targets 109
If You Don't Know Where You're Going, How
Do You Know When You Get There? 110
Identifying SMART Goals 113
Setting Goals: Less Is More 115
Communicating Your Goals to Your Team 117
Juggling Priorities 119
Using Your Power for Good: Making Your Goals Happen 122
Managing For Dummies
Chapter 8: Performance Appraisal and Management:
People and Projects 125
Taking the First Steps 126
Developing a System for Providing Immediate
Performance Feedback 128
Setting your checkpoints: The milestones 128
Reaching your checkpoints: The actions 129
Acting in sequence: The relationships 129
Establishing your timeframe: The schedules 130
Putting Performance Measuring and Monitoring into Practice 131
Studying Sheerness Steel 131
Reducing shrinkage 134
Using Gantts, PERTs, and Other Yardsticks 136
Stacking up the Gantt or bar chart 136
Following flow charts 138
Inserting software 139
Reading the Results 140
Chapter 9: Tackling Performance Appraisals 141
Appraising Performance: Why it Matters 142
Spelling Out the Performance Appraisal Process 143
Avoiding Common Traps 147
Sorting Out Why Appraisals Go Bad 149
Preparing for the No-Surprises Appraisal 151
Part IV: Working With (Other) People 155
Chapter 10: Effective Communication:
Getting Your Message Across 157
Understanding Communication: The Cornerstone of Business 158
The Cutting Edge of Communication and Information Technology 160
Speed and flexibility 161
Gadgets and gizmos 162
Videoconferencing and electronic meetings 162
Badmouthing Bad Communication 163
Poisoning the well of communications 165
Hear, Hear! The Art of Listening 166
Harnessing the Power of the Written Word '. 169
Making Presentations 171
Preparing presentations 171
A picture is worth a thousand words 173
Making your presentation 177
Table of Contents
Chapter 11: Working Together in Teams and Groups 179
Phasing Out the Old Hierarchy 180
Downsizing organisations 180
Moving towards co-operation 182
Empowering Your Teams 183
Recognising the value of an empowered workforce 183
Managing your teams 184
Identifying the Advantages of Teams 185
Smaller and nimbler 185
Innovative and adaptable 186
Setting Up and Supporting Your Teams 186
Formal teams 187
Informal teams 188
Self-managed teams 189
The real world 190
New technology and teams 192
Meetings: Putting Teams to Work 193
The trouble with meetings 193
The eight keys to great meetings 195
Chapter 12: Managing Flexible Workers 197
Making Room for a New Kind of Employee 198
Preparing to be flexible 198
Anticipating changes to the organisation's culture 200
Managing from a Distance 201
Managing Different Shifts and Patterns of Work 202
Telecommuting and Homeworking 203
Chapter 13: Ethics and Office Politics 207
Doing the Right Thing: Ethics and You 208
Defining ethics 208
Creating a code of ethics 209
Living ethics 212
Evaluating Your Political Environment 213
Assessing your organisation's political environment 213
Identifying key players 215
Redrawing your organisation chart 216
Scrutinising Communication: What's Real and What's Not? 218
Believing actions, not words 218
Reading between the lines 219
Probing for information 220
Uncovering the Unwritten Rules of Organisational Politics 220
Be friendly with all 221
Help others get what they want 222
Managing For Dummies
Don't party at company parties 223
Manage your manager 224
Move ahead with your mentors 224
Be trustworthy 225
Protecting Yourself 225
Document for protection 226
Don't make promises you can't keep 226
Be visible 227
Part V: Tough Times for Tough Managers 229
Chapter 14: Managing Change at Work 231
Keeping Pace 232
Choosing between legitimate urgency
and crisis management 232
Recognising and dealing with crises 233
Embracing Change 234
Identifying the four stages of change 234
Figuring out if you're fighting change 235
Aiding Your Employees through Change 237
Encouraging Employee Initiative 238
Making Changes within Yourself 240
Chapter 15: Employee Discipline: Setting
Standards and Enforcing Them 241
Understanding the Need for Employee Discipline 242
Following Procedures 243
Focusing on Performance, Not Personalities 245
Identifying the Two Tracks of Discipline 246
Dealing with performance problems: The first track 247
Dealing with misconduct: The second track 248
Disciplining Employees: A Suite in Five Parts 250
Describing the unacceptable behaviour 251
Expressing the impact to the work unit 251
Specifying the required changes 252
Outlining the consequences 252
Providing emotional support 253
Putting it all together 253
Making a Plan for Improvement 254
Implementing the Improvement Plan 255
Table of Contents
Chapter 16: Resignations, Dismissals, and Redundancies 257
Accepting Resignations 257
Dealing with Dismissals 258
Making employees redundant 259
Processing the types of dismissal 261
Gathering good reasons for firing 263
Easing into Dismissal 264
Trying to avoid the inevitable 265
Working up to dismissal 266
Heeding the Warning Before You Fire an Employee 267
Firing an Employee Fairly in Three Steps 268
Determining the Best Time to Dismiss 271
Chapter 17: Managing Me: Taking Care of No. 1 273
Weighing the Work-Life Dilemma 273
Reaping the benefits of a balanced work life and personal life.274
Managing balance 275
Avoiding Becoming a Workaholic 276
Knowing the Symptoms of Stress 277
Managing Your Stress 279
Changing the things you can 279
Accepting the things that you can't change 281
Trying out some specific stress-reduction exercises 283
Part VI: foots and Techniques for Managing 285
Chapter 18: Budgeting and Accounting .287
Exploring the Wonderful World of Budgets 287
Making a Budget 289
Budgeting and the Real World 291
Producing real budgets 293
Staying on budget 294
Understanding the Basics of Accounting 295
Working out the accounting equation 296
Knowing double-entry bookkeeping 299
Identifying the Most Common Types of Financial Statements 300
The balance sheet 300
The profit and loss account 300
The cash-flow statement 304
Analysing Business Health 304
Using financial ratios 304
Using other measures 306
«
\ Managing For Dummies
Chapter 19: Harnessing the Power of Technology 309
Using Technology to Your Advantage 310
Know your business 310
Create a technology-competitive advantage 310
Develop a plan 311
Get some help 312
Evaluating the Benefits and Drawbacks of Technology 312
Improving Efficiency and Productivity 314
Getting the Most Out of Information Technology 317
Planning and Implementation 318
Chapter 20: Developing and Mentoring Employees 321
Explaining How Employee Development Helps 322
Creating Career Development Plans 325
Helping Employees to Develop 328
Finding a Mentor, Being a Mentor 330
Balancing Development and Downsizing 332
Chapter 21: Keeping Track of Management Trends 335
Beginning with the Basics 336
Creating a Learning Organisation 337
Making a Flat Organisation 338
Unlocking Open-Book Management ZZZ. ZZZ.339
Understanding Six Sigma 34O
Part Vlh The Part of Tens 343
Chapter 22: Ten Common Management Mistakes 345
Not Making the Transition from Worker to Manager 345
Not Setting Clear Goals and Expectations 346
Failing to Delegate 346
Failing to Communicate 347
Not Making Time for Employees 347
Not Recognising Employee Achievements 348
Failing to Develop 348
Resisting Change ZZZZZ. 349
Going for the Quick Fix over the Lasting Solution 349
Taking It All Too Seriously 349
Table of Contents
Chapter 23: The Ten Best Ways to Recognise Employees 351
Support and Involvement 352
Personal Praise 352
Autonomy and Authority 352
Flexible Working Hours 353
Training and Development 353
Your Time 354
Written Praise 354
Electronic Praise 354
Public Praise 355
And So to Money 355
Chapter 24: Ten (Plus Two) Classic Business
Books You Need to Know About 357
In Search of Excellence 357
Managing for Results 358
The Human Side of Enterprise 358
The Peter Principle 359
Competitive Strategy 359
The One Minute Manager 360
Management Stripped Bare 360
In Search of European Excellence 360
The Fifth Discipline: The Art and Practice
of the Learning Organisation 361
Understanding Organisations 361
Body and Soul: The Body Shop Story 361
Maverick! 362
Index 363 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Pettinger, Richard Nelson, Bob 1956- Economy, Peter 1956- |
| author_GND | (DE-588)130394513 (DE-588)115675108 |
| author_facet | Pettinger, Richard Nelson, Bob 1956- Economy, Peter 1956- |
| author_role | aut aut aut |
| author_sort | Pettinger, Richard |
| author_variant | r p rp b n bn p e pe |
| building | Verbundindex |
| bvnumber | BV023124760 |
| ctrlnum | (OCoLC)315575637 (DE-599)BVBBV023124760 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | [UK ed.] |
| format | Book |
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| genre_facet | Ratgeber Einführung |
| id | DE-604.BV023124760 |
| illustrated | Illustrated |
| index_date | 2024-07-02T19:53:01Z |
| indexdate | 2024-07-09T21:11:37Z |
| institution | BVB |
| isbn | 9780470056899 |
| language | English |
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| physical | XX, 376 S. Ill., graph. Darst. |
| publishDate | 2007 |
| publishDateSearch | 2007 |
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| publisher | Wiley |
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| series2 | ... for Dummies |
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| title | Managing for dummies [a comprehensive guide to the fundamentals of effective management] |
| title_auth | Managing for dummies [a comprehensive guide to the fundamentals of effective management] |
| title_exact_search | Managing for dummies [a comprehensive guide to the fundamentals of effective management] |
| title_exact_search_txtP | Managing for dummies [a comprehensive guide to the fundamentals of effective management] |
| title_full | Managing for dummies [a comprehensive guide to the fundamentals of effective management] by Richard Pettinger, Bob Nelson, and Peter Economy |
| title_fullStr | Managing for dummies [a comprehensive guide to the fundamentals of effective management] by Richard Pettinger, Bob Nelson, and Peter Economy |
| title_full_unstemmed | Managing for dummies [a comprehensive guide to the fundamentals of effective management] by Richard Pettinger, Bob Nelson, and Peter Economy |
| title_short | Managing for dummies |
| title_sort | managing for dummies a comprehensive guide to the fundamentals of effective management |
| title_sub | [a comprehensive guide to the fundamentals of effective management] |
| topic | Management blmsh Führung (DE-588)4018776-7 gnd Management (DE-588)4037278-9 gnd Führungstechnik (DE-588)4200179-1 gnd Führungskraft (DE-588)4071497-4 gnd Motivation (DE-588)4040364-6 gnd |
| topic_facet | Management Führung Führungstechnik Führungskraft Motivation Ratgeber Einführung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016327188&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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