Bestselling author Michael Armstrong provides valuable insight into the skills required to be an effective manager, helping you get the best from your staff through motivation, reward and leadership. This fully updated 6th edition now features even more practical exercises, useful templates, and top tips, alongside advice on managing virtual teams, enhancing employee engagement and managing conflict. Essential reading for anyone who wants to get the best from their teams, How to Manage People distils the essence of good management into one handy, easy-to-use book. The Creating Success…mehr
Bestselling author Michael Armstrong provides valuable insight into the skills required to be an effective manager, helping you get the best from your staff through motivation, reward and leadership.
This fully updated 6th edition now features even more practical exercises, useful templates, and top tips, alongside advice on managing virtual teams, enhancing employee engagement and managing conflict. Essential reading for anyone who wants to get the best from their teams, How to Manage People distils the essence of good management into one handy, easy-to-use book.
The Creating Success series of books... Unlock vital skills, power up your performance and get ahead with the bestselling Creating Success series. Written by experts for new and aspiring managers and leaders, this million-selling collection of accessible and empowering guides will get you up to speed in no time. Packed with clever thinking, smart advice and the kind of winning techniquesthat really get results, you'll make fast progress, quickly reach your goals and create lasting success in your career.
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages. Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.
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Section - PART 1: Managing people;
Chapter - 01: Getting things done through people: The manager's role;
Chapter - 02: Managing people for the first time;
Chapter - 03: Treating people right;
Chapter - 04: Working with HR;
Section - PART 2: Getting work done through people;
Chapter - 05: Organizing;
Chapter - 06: Defining roles;
Chapter - 07: Communicating;
Chapter - 08: Delegating;
Chapter - 09: Managing hybrid workers;
Chapter - 10: Managing change;
Section - PART 3: Leading, motivating and engaging people and teams;
Chapter - 11: Leadership;
Chapter - 12: Motivating people;
Chapter - 13: Enhancing engagement;
Section - PART 4: People management activities;
Chapter - 14: Recruitment and selection;
Chapter - 15: Developing people;
Chapter - 16: Managing individual performance;
Chapter - 17: Managing team performance;
Chapter - 18: Managing reward;
Section - PART 5: Handling people problems and issues;
Chapter - 19: Approaches to handling people problems;
Chapter - 20: Dealing with disciplinary problems;
Chapter - 21: Dealing with individual performance problems;
Chapter - 22: Dealing with negative behaviour;
Chapter - 23: Dealing with absenteeism and timekeeping issues;
Chapter - 24: Handling challenging conversations;
Chapter - 25: Giving bad news;
Chapter - 26: Managing bias;
Chapter - 27: Dealing with bullying and harassment;
Chapter - 28: Managing conflict;
Chapter - 29: Appendix: Notes on exercises;
Chapter 00: Preface; Section ONE: Managing people; Chapter 01: What managers do; Chapter 02: Treating people right; Section TWO: Leading, motivating and engaging people; Chapter 03: Leadership; Chapter 04: Motivating people; Chapter 05: Enhancing engagement; Section THREE: Organizing people; Chapter 06: The process of organizing; Chapter 07: Defining roles; Chapter 08: Team building; Chapter 09: Managing remote workers; Section FOUR: Managing performance; Chapter 10: Performance leadership; Chapter 11: Performance leadership skills; Section FIVE: Approaches to people management; Chapter 12: Delegating; Chapter 13: Selection interviewing; Chapter 14: Developing people; Chapter 15: Rewarding people; Chapter 16: Managing change; Chapter 17: Managing conflict; Section SIX: Handling people problems and issues; Chapter 18: Approaches to handling people problems; Chapter 19: Dealing with disciplinary problems; Chapter 20: Managing under performers; Chapter 21: Dealing with negative behaviour; Chapter 22: Dealing with absenteeism and timekeeping issues; Chapter 23: Handling challenging conversations; Chapter 24: Giving bad news; Chapter 25: Managing bias; Chapter 26: Dealing with bullying and harassment; Chapter 27: Appendix Notes on exercises; Chapter 28: References