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Ebook - How to be an Even Better Manager
EVEN BETTER MANAGER HOW TO BE AN HTB An Even Better Manager HP 30/11/2004 12:18 Page 1 A Complete A–Z of Proven Techniques & Essential Skills Sixth Edition MICHAEL ARMSTRONG London and Sterling, VA EVEN BETTER MANAGER HOW TO BE AN HTB An Even Better Manager TP 30/11/2004 12:18 Page 1 Masculine pronouns have been used in this book. This stems from a desire to avoid ugly and cumbersome language, and no discrimination, prejudice or bias is intended. Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain in 1983, entitled How to be a Better Manager Second edition, 1988, entitled How to be an Even Better Manager Third edition 1990 Fourth edition 1994 Fifth edition 1999 Sixth edition 2004 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermen- tioned addresses: 120 Pentonville Road 22883 Quicksilver Drive London N1 9JN Sterling VA 20166-2012 United Kingdom USA www.kogan-page.co.uk © Michael Armstrong, 1983, 1988, 1990, 1994, 1999, 2004 The right of Michael Armstrong to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 0 7494 4262 X British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Armstrong, Michael, 1928- How to be an even better manager / Michael Armstrong. p. cm. Includes bibliographical references (p. ) and index. ISBN 0-7494-4262-X 1. Management. I. Title. HD31.A73 2004 658.4--dc22 2004009939 Typeset by Jean Cussons Typesetting, Diss, Norfolk Printed and bound in Great Britain by Biddles Ltd, King’s Lynn, Norfolk Contents Foreword to the sixth edition xiii Preface xv 1. How to be a better manager 1 What management is about 2; The aims of management 3; Purpose of management and leadership 3; The processes of management 5; Managerial roles 6; The distinction between management and leadership 7; The fragmentary nature of managerial work 7; What managers actually do 8; What managers can do about it 9; Managerial qualities 10; Managerial effectiveness 11; Developing managerial effectiveness 12 2. How to achieve results 14 What makes achievers tick? 15; What do achievers do? 16; How to analyse your own behaviour 17; Learning 18; Conclusion 18 3. How to appraise people 19 What is performance appraisal? 19; The aim of performance appraisal 19; How performance appraisal can help managers 20; The process of performance v appraisal 20; The performance appraisal cycle 20; Stage 1: How to plan for appraisal 21; Stage 2: Preparing for the appraisal discussion 23; Stage 3: The appraisal discussion 24; Appraisal discussion guidelines 24 4. How to assess your own performance 26 The self-assessment process 26 5. How to be assertive 29 Assertion and aggression 29; Assertive behaviour 30; Handing aggression 30; Influencing styles 31 6. How to be authoritative 32 7. How to communicate 34 Barriers to communication 34; Overcoming barriers to communication 36; Listening skills 38 8. How to coach 40 Aims 41; The coaching sequence 41; Coaching skills 42; Effecting coaching 42; Planned coaching 42; The manager as coach 43 9. How to co-ordinate 44 Approaches to co-ordination 44; A case study 46 10. How to control 48 Essentials of control 48; Controlling inputs and outputs 50; Control systems 51; Management by exception 52 11. How to be creative 54 Creativity 54; Innovation 60 12. How to be decisive 63 Characteristics of the decision-making process 63; Ten approaches to being decisive 63 13. How to delegate 66 Advantages of delegation 67; The process of delegation 67; When to delegate 68; How to delegate 68; The thoughts of some successful delegators 71; A case study 73 Contents vi 14. How to develop your emotional intelligence 74 Emotional intelligence defined 74; The significance of emotional intelligence 74; The components of emotional intelligence 74; Developing emotional intelligence 75; Neuro-linguistic programming 76; Developing your own emotional intelligence 78 15. How to develop people 80 Investing in people 80; The manager’s contribution to effective development 80; Management development 81; Coaching 83 16. How to get on 84 Knowing yourself 85; Knowing what you want 88; Personal qualities and behaviour 90; Self-development 91; Identifying development needs 92; Defining the means of satisfying needs 92; Personal development plans 93; Ten self-development steps 93 17. How to handle difficult people 95 Why people are difficult 95; Ten approaches to handling difficult people 96 18. How to handle negative behaviour 98 Causes of negative behaviour 99; Dealing with the problem 99; Ten approaches to managing negative behaviour 102 19. How to influence people 104 Persuading people 104; Ten rules for effective persuasion 104; Case presentation 105 20. How to interview 109 The overall purpose of a selection interview 109; The nature of a selection interview 109; Preparing for the interview 110; The content of an interview 111; Planning the interview 113; Interviewing techniques 114; Assessing the data 117 21. How to be interviewed 120 Preparing for the interview 120; Creating the right impression 122; Responding to questions 122; Ending on a high note 123 Contents vii 22. How to get job engagement 124 Developing job engagement 124; Empowerment 125 23. How to be a better leader 127 The roles of the leader 127; Leadership styles 128; The impact of the situation 128; Leadership qualities 129; What organizations require of leaders 130; Behaviours people value in leaders 130; Leadership checklist 131; Case studies 132 24. How to manage your boss 135 Getting agreement 136; Dealing with problems 138; Impressing your boss 138 25. How to manage change 140 Types of change 141; How people change 141; The process of change 142; The approach to change management 143; Guidelines for change management 144; Gaining commitment to change 146 26. How to manage conflict 148 Handling inter-group conflict 149; Handling conflict between individuals 150; Conclusions 152 27. How to manage a crisis 153 What is crisis management? 153; Causes of crises 154; Management crises 155; Crisis management behaviour 155; Negotiating situations 157; When to fight 157; Crisis management techniques 159; Qualities of a crisis manager 160; Crisis management techniques – organizational 161 28. How to manage performance 163 How performance management works 163; How to measure performance 165; Types of measures – organizational 167 29. How to manage projects 170 Project planning 170; Setting up the project 172; Controlling the project 172; Ten steps to effective project management 173 Contents viii 30. How to manage strategically 174 Strategic planning 174; Formulating strategic plans 175; Strategic capability 176 31. How to manage stress 178 Symptoms of stress 179; Managing stress in others – what the organization can do 179; Managing stress in others – what you can do 180; Managing your own stress 180 32. How to manage time 182 Analysis 183; Organizing yourself 184; Organizing other people 187; Time consumer’s checklist 188 33. How to manage under-performers 192 Why poor performance occurs 192; The steps required to manage under-performance 193; Handling disciplinary interviews 195; Dismissing people 195; Ten steps to manage under-performers 196 34. How to run and participate in effective meetings 197 Down with meetings 197; What’s wrong with meetings? 198; What’s right with meetings? 198; Do’s and don’ts of meetings 199; Chairing meetings 200; Members 201 35. How to motivate people 203 The process of motivation 204; Types of motivation 204; Basic concepts of motivation 205; Implications of motivation theory 206; Approaches to motivation 207; Financial rewards 208; Non-financial rewards 209; Ten steps to achieving high levels of motivation 211 36. How to negotiate 212 Business negotiations 212; Trade union negotiations 213; The process of negotiation 214; Negotiating tactics 217 37. How to network 225 38. How to set objectives 227 What are objectives? 227; How are individual work objectives expressed? 228; What is a good work objective? 229; Defining work objectives 230 Contents ix