The Rules of Management, Expanded Edition: A Definitive Code for Managerial Success

The Rules of Management, Expanded Edition: A Definitive Code for Managerial Success

The Rules of Management, Expanded Edition: A Definitive Code for Managerial Success

The Rules of Management: They’re surprisingly easy to learn and live by. Now, Richard Templar’s brought them all together in one place. Templar covers everything from setting realistic targets to holding effective meetings; finding the right people to inspiring loyalty. Learn when and how to let your people think they know more than you (even if they don’t) — and recognize when they really do! The first edition of The Rules of Management became a global phenomenon, topping bestseller charts around the word. This new, even better edition contains 10 brand new rules to take you further, faster.

Book Details

• Paperback: 240 pages
• Publisher: FT Press (May 2011)
• Language: English
• ISBN-10: 0132733102
• ISBN-13: 978-0132733106

• File Size: 3.1 MiB

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The Headcount Solution : How to Cut Compensation Costs and Keep Your Best People

The Headcount Solution : How to Cut Compensation Costs and Keep Your Best People

Most companies are faced with the difficult task of downsizing at some point in their life cycle. The headcount solution is the only book offers managers that both alternatives to job cuts and the practical steps necessary to implement redundancies with fairness and compassion. Including best practices from major public and private companies, this practical guide offers effective cost-cutting measures and explains how to build employee morale and motivation after has been decreased. This groundbreaking book takes you into a new kind of management thinking, with which your company reduce costs, but also to obtain a competitive advantage, now and in the future.

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The Emotionally intellignt workplace

The Emotionally intellignt workplace

What is emotional intelligence? What difference does it make? And what is the best way to promote it in the workplace? The Emotionally Intelligent Workplace explores these three questions. It presents thoughtful and practical perspectives on how to measure emotional intelligence, use it as a basis for personnel selection, and improve it for the individual, the group, and the organization.

 

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THE CONCISE Adair on Teambuilding and Motivation

THE CONCISE Adair on Teambuilding and Motivation

Newly formed teams will need to devote time to getting to know each other while analysing the common task at hand and how they are likely to tackle it. Each new member of the team will have their own needs and expectations in relation to the newly formed group. A new team needs to have boundaries set for it which allow it to develop, but don’t give it too much freedom otherwise it won’t know where the limits are.  

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How to Work for an Idiot

How to Work for an Idiot

How to Work for an Idiot is as irreverent as it is therapeutic, as satirical as it is sensible, as lighthearted as it is heartfelt, and treats the classic hierarchical management model with all of the dignity and respect it deserves in a progressive private sector—none. Chapters such as “Idiotspeak” and “Idiot-eat” are replete with tales of bungling and stumbling attempts at leadership; mostly my bungling and stumbling attempts at leadership. 

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Accidental Leader What to Do When You’re Suddenly in Charge

Accidental Leader What to Do When You’re Suddenly in Charge

Let’s be honest about this: Most accidental leaders have a pretty rocky time of it. Many of them freak out, change their styles all around, try desperately to hide their managerial weaknesses, and generally come across as nervous, not-readyfor- prime-time wrecks. The costs of this rockiness are huge: Lost time for the company or project, which translates to missed opportunities • Bewildered colleagues who wonder why you don’t just tell them what to do • And toasted careers for the leaders who couldn’t lead (because when they fail, they don’t usually slink back to their earlier positions—they’re often through with the organization forever)

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Speaking Personally Quizzes and Questionnaires

Speaking Personally Quizzes and Questionnaires

This book is a collection of absorbing and thought-provoking questionnaires and quizzes with related activities for students of English at upper-intermediate and more advanced levels. Questions requiring a personal response from the reader can serve as an enjoyable and provocative starting-point for fluency practice in the language classroom. The book is designed for use in the classroom, but much of the material can be used by students working alone. Those sections best suited to the individual reader are indicated by a special symbol in the text. At the end of the book both teachers and students will find guidelines on how to work through the units. A chart is also included to show how the activities can link up with main course work.

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Improvement Employee Performance through workplace coaching

Improvement Employee Performance through workplace coaching

Most traditional people management systems have typically concentrated only on an annual review – the lead up to the annual review and the setting of objectives/results for the coming 12 months. These events have a place in the overall system of managing the performance of our people, but this approach treats such snapshots (if they occur at all) as a ‘by-product’.  

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How to Negotiate Like a Child Book

How to Negotiate Like a Child Book

Children are the best negotiators in the world. How did this state of affairs—children getting what they want and parents conceding—ever come about? How can a forty-something high-powered lawyer lose to an inexperienced four-year-old? More important, how can adults harness the astonishing negotiating prowess and skills that children have? 

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The Jack Welch Lexicon of Leadership

The Jack Welch Lexicon of Leadership

The Jack Welch Lexicon of Leadership has been constructed for all types of readers. For those who read business books like mystery novels (from cover to cover), the book will provide an in-depth examination of the many terms and programs that made Jack Welch such a gifted business leader. For those who would rather turn to the book with a specific destination in mind (“What is Six Sigma?”), the book can be accessed like any reference book, by topic, as with a dictionary or encyclopedia. 

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Social Psychology of the Workplace

Social Psychology of the Workplace

Interestingly, the popular press does not hold this same conception; business books remain enamored by leaders and their teams. A perusal of Business Week and other popular business outlets reveal a celebration of leadership and teamwork. For example, what social psychologists refer to as ‘‘social loafing’’ is referred to as ‘‘the wisdom of crowds’’ in a recent business best-seller. Indeed, the positive spin on teamwork and successful leaders likely results from the fact that books about faults do not sell.  

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Fearless Interviewing

Fearless Interviewing

Have you ever felt jittery before an interview? Nervous or even terrified? Have you ever wished you had answered a question differently or negotiated your salary more skillfully? Do you panic when you imagine the possibility of “failure”? Do you just want to make sure you get it right the first time?  

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2600 Phrases for Effective Performance Reviews

2600 Phrases for Effective Performance Reviews

If you’ve purchased this book, you’re serious about strengthening your written communication skills and developing your subordinates. The truth of the matter is that most performance reviews in corporate America are drafted without much thought and are submitted well after the deadline—not much of a motivational tool for workers longing for appreciation for a job well done. Yet taking the time to formally appraise employees’ performance once a year has much more significance than many managers realize. 

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15 Minutes Guide to Winning Presentation

15 Minutes Guide to Winning Presentation

Simple tips and techniques to boost the effectiveness of your Are you selling a product? Prospects want to know “what will it do for me?” Are you presenting to stockholders? Investors want to know how the news will affect their pocketbooks. Are you training employees and customers? They need to know how to accomplish a task, but also what advantages will come from the knowledge. The proven tool salespeople have been using for years is to focus the presentation on benefits. Then cover the facts or features that bring those benefits about.presentations

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Encyclopedia of Management 5th fifth Edition

Encyclopedia of Management 5th fifth Edition

The Encyclopedia of Management, 5th Edition is an alphabetical reference book covering a comprehensive slate of management concepts. Last published in 2000, this fully revised work represents the latest management theories and practices. Each essay has been revised and new essays have been added to reflect the current state of management  

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Performance Based Management

Performance Based Management

This book is based on more than twenty-five years of experience witnessing managers and supervisors succeed despite inept leadership, ill-formed human resource policies, and inadequate information and communication systems. They succeeded because of their respect for others, their ingenuity in addressing problems, and mostly because of their unwavering optimism. I have immense respect for the people who live day-to-day with dysfunctional management systems. Geary Rummler said, “Put a good person in a bad system, and the system will win every time.”1 This may be true in many circumstances, but I see people succeeding in bad systems. This book is meant to help managers and supervisors become even more effective, whether they work in good or bad systems. 

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The Art and Practice of Leadership Coaching

The Art and Practice of Leadership Coaching

Coaching is exploding as an industry. Today, more and more coaches, from an ever-widening circle of backgrounds and schools of thought, offer their services to organizations and individuals. The need within organizations, particularly at senior levels, for this form of development work has grown at an equally rapid rate. As coaches ourselves, we care deeply about the work that we do and the profession we represent. We are aware that there is a great deal of debate in the field today. What is best practice? What is the optimal length of a coaching engagement? Who is the client—the coachee or the organization paying the bill? How should impact and return on investment be measured? What is the line between personal and business issues? How can confidentiality be preserved when supervisors and colleagues are part of the mix? Should coaching be limited to top executives or extended to deeper levels of the organization? What are the benefits of using external coaches rather than internal coaches and vice versa? 

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Maximum Performance

Maximum Performance

Leadership in English-speaking countries is derived from an old Anglo- Saxon word, loedan, meaning a way, road, path or journey. This ancient definition of leadership is used throughout the book. Management is derived from the Italian manaeggio (a riding school), originating in the Latin word for hand, manus. So, to manufacture something means, literally, to make things by hand, and in the 19th century workers were employed by manufactories. Both management and manufacture may already be outdated terms that should be replaced by mentoring, mentofacturing or technofacturing. It has been suggested that these words better reflect the realities of the current transition from bureaucratic industrial capitalism: from an era when we did indeed make many things by hand, to a new world where knowledge management, intellectual capital, innovation and new technologies are fast becoming the primary drivers of organizational performance and success. 

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Managerial Leadership

Managerial Leadership

Leadership theory evolved in this direction over the course of the twentieth century. Leadership scholars moved from the “great man theory” (which implied that leaders were born, not made) in the early 1900s to a more comprehensive view of leadership that took into account the interactions between the task, the leader, and relationships with followers. 

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The Exceptional Manager Making the Difference

The Exceptional Manager Making the Difference

This book, centred on the concept of ‘the exceptional manager’, represents the start of this journey. It would be wrong (as well as diminishing of the effort and ambition involved) to imply that even at this stage the journey has not been challenging and sometimes controversial. It has had its saddening aspects, too, most obviously the early loss of Sumantra Ghoshal. As those who knew him would have expected, Sumantra had already proved to be one of the most stimulating and forceful participants in the venture; he was also one of the most committed to its ambitious aims.We should also note the debt we owe to the groundwork carried out by AIM’s founding director, Professor Anne Huff, in appointing and knitting together the fellows as a functioning and effective team. 

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