Effective Manager

This book will help you develop your management skills. It is designed to assist you in understanding the characteristics of a high-performance manager, to help you assess where your strengths and development areas lie as a manager and to create a plan of action for realising your management potential.

• FOREWORD
• PREFACE
• ABOUT THE AUTHOR
• ACKNOWLEDGEMENTS
• CONTENTS
• INTRODUCTION
• CHAPTER 1: WHAT MAKES AN EFFECTIVE MANAGER?
  • We join organisations and leave managers
  • Good and bad managers
  • So what makes a good manager?
  • A working model for the effective manager
  • Undertaking activities
  • Creating a high-performance team
  • Developing people’s skills and confidence
  • Where do you focus your attention as a manager?
  • Analyse and compare your scores
  • The consequences of imbalance
  • Activities to undertake with your team
  • Summary
• CHAPTER 2: DEFINING THE PLAYING FIELD
  • Setting clear expectations
    • Goals, objectives, targets
      • Specific
      • Measurable
      • Achievable
      • Realistic
      • Timebound
      • Agreed
      • Which of these objectives is SMARTA?
      • Tips when setting objectives
    • Roles and responsibilities
    • Procedures
    • Standards
    • Relationship maintenance
  • Activities to undertake with your team
  • Summary
  • Answers
• CHAPTER 3: MANAGING PERFORMANCE
  • The performance management cycle
  • Monitoring performance and delivering timely feedback
    • Check your feedback skills
  • Coaching for high performance
    • The skills of coaching
  • Holding one-to-one reviews
  • Conducting an annual appraisal
    • What are your views on appraisal?
    • Preparing for a performance appraisal
    • On the day
    • After the appraisal
  • Activities to undertake with your team
  • Summary
  • Answers
    • Feedback skills
    • What are your views on appraisal?
• CHAPTER 4: HANDLING DIFFICULT SITUATIONS
  • Dealing with difficult behaviours
  • Tackling underperformance
    • What do you do?
    • Six practical steps
    • Holding a discussion about underperformance
    • How would you conduct the discussion if performance has not improved?
  • Managing absence
  • Managing disciplinary and grievance situations
  • Summary
  • Underperformance interview answers
• CHAPTER 5: RECRUITMENT AND SELECTION
  • Assess your current recruitment and selection process against best practice
  • Seven steps to effective recruitment and selection
    • 1. Reviewing the need
    • 2. Reviewing or creating a job description and person specification
    • 3. Advertising
    • 4. Shortlisting
    • 5. Selection
    • 6. Making an offer
    • 7. Induction
  • Summary
• CHAPTER 6: MANAGING THE TEAM
  • Agreeing the best way to work as a team
  • Effective team management
  • How effective a team manager are you?
  • Dealing with conflict in the team
    • Stage 1 – spot the signals
    • Stage 2 – plan the response
      • Keep the peace
      • Do nothing
      • Force the issue
      • Split the difference
      • Collaborate
    • Stage 3 – implement the response
    • Stage 4 – review
      • Reviewing team performance
  • Activities to undertake with your team
  • Summary
• CHAPTER 7: MOTIVATING OTHERS
  • Creating a climate where people want to give of their best
  • Money is the key motivator
  • A framework for understanding what motivates others
  • What motivates you and your team?
  • Suggestions on what you can do to create a motivating climate
  • Activities to undertake with your team
  • Summary
• GLOSSARY
• BIBLIOGRAPHY
• ITG RESOURCES
  • Pocket Guides
  • Toolkits
  • Best Practice Reports
  • Training and Consultancy
  • Newsletter