The Handbook of Management and Leadership

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Getting the best from people,achieving results through individualsand teams, maintaining consistent high performance, inspiringoneself and others into action – all depend on the skills of motivation.Self-motivation can be as difficult as motivating others and youcannot have one without the other.Understanding what moves an individual to action is crucial in amanager being able to engage the will to act. Motives (whichoperate the will which leads to action) are inner needs or desiresand these can be conscious,semi-conscious or unconscious.Motivescan be mixed, with several clustered around a primary motive. “He is without doubt one ofthe foremost thinkers on thesubject in the world”SIR JOHN HARVEY-JONESJOHNADAIRhandbook of MANAGEMENT and LEADERSHIPThe EDITED BY NEIL THOMASInside front coverThe John Adair Handbook of Management and LeadershipEdited by Neil ThomasThorogood10-12 Rivington StreetLondon EC2A 3DUTelephone: 020 7749 4748Fax: 020 7729 6110Email: info@thorogood.wsWeb: www.thorogood.wsThorogood is a division of Acorn Magazines Ltd.© John Adair 2004 – edited material in this format, John Adair, Neil Thomas and Thorogood LtdAll rights reserved. No part of this publicationmay be reproduced, stored in a retrieval systemor transmitted in any form or by any means,electronic, photocopying, recording or otherwise,without the prior permission of the publisher.This book is sold subject to the condition that itshall not, by way of trade or otherwise, be lent,re-sold, hired out or otherwise circulated withoutthe publisher’s prior consent in any form ofbinding or cover other than in which it ispublished and without a similar conditionincluding this condition being imposed upon thesubsequent purchaser.No responsibility for loss occasioned to anyperson acting or refraining from action as a resultof any material in this publication can beaccepted by the author or publisher.A CIP catalogue record for this book is availablefrom the British Library.PB: ISBN 1 85418 204 8HB: ISBN 1 85418 004 5Printed in India by Replika PressDesigned and typeset by DriftdesignSpecial discounts for bulkquantities of Thorogoodbooks are available tocorporations, institutions,associations and otherorganisations. For moreinformation contactThorogood by telephone on 020 7749 4748, by fax on 020 7729 6110, or email us:info@thorogood.wsFor information onseminars and training with the John AdairLeadership Foundation, see information about John Adair and products/services, 1Self-managementChapter ⅷ1Time managementIntroduction 4Tempus Fugit 4Basic approach to time management 4Developing a personal sense of time 6Time audit 6Analyse and improve your use of time 9Identifying long-term goals 9Making medium-term plans 11Smarter objectives 12Planning the day 13The Adair urgency/importance matrix 14Tips on daily planning 15Making the best use of your best time 16Organising office work 17Dealing with interruptions 17Dealing with paperwork 17Other elements to improve your time management in the office 18Managing meetings 19Delegating effectively 21Deciding what to delegate 22Making use of committed time 24Managing your health 24How topped up are your batteries? 25Stress 25Summary and six-month follow-up test 28Chapter ⅷ2Setting and achieving goals and objectivesIntroduction 32Personal goals and objectives 32Professional/business goals and objectives 35Summary and six-month follow-up test 39Chapter ⅷ3Decision-making and problem-solvingIntroduction 42Decision-making skills 42The Manager as decision-maker 44Key elements of effective thinking and decision-making 46Analysis 46Synthesis 47Other useful approaches 48Imagination 48Conceptual thinking 49Intuition 50Originality and Innovation 50The concept of value in decision-making 50Decision-making and weighing up the options 52Summary and six-month follow-up test 54Chapter ⅷ4Creativity and innovation Introduction 58Creativity 59Innovation 62Recruit/select creative people 63Encouragement of creativity in teams 64Team training 65Communicating about innovation 65Overcoming obstacles to innovation 66Organisation and Innovation 66The Generation of ideas 71Characteristics of innovators 75Summary and six-month follow-up test 76Chapter ⅷ5Part 1: Personal reminders and thoughts worth thinkingIntroduction 80Time management 80Setting and achieving goals and objectives 94Decision-making and problem-solving 98Creativity and innovation 100Part 2Managing othersChapter ⅷ6Leadership and teambuildingLeadership 118Qualities of leadership 120Functions of leadership 123Leadership characteristics 127Leadership skills 129Defining the task 129Planning 131Briefing 132Controlling 134Evaluating 135Motivating 138Organising 139Setting an example 142Developing leadership skills 143Teambuilding 144Task 146Team 147Individual 149Summary and six-month follow-up test 153Chapter ⅷ7Motivation and people managementIntroduction 156The 50:50 rule 157Needs and motivation 158Maslow’s hierarchy of needs 158McGregor’s Theory X and Theory Y 159Herzberg’s motivation – hygiene theory 160Managers/leaders and motivation 163Getting the best from people 165Be motivated yourself 165Select people who are highly motivated 166Treat each person as an individual 167Set realistic and challenging targets 168Remember that progress motivates 170Create a motivating environment 171Provide fair rewards 172Give recognition 173Summary and six-month follow-up test 174Chapter ⅷ8Communication and presentationIntroduction 178Issues in communication 178Listening 180Reading skills 182Writing skills 183Speaking and presentation skills 186Effective speaking 186Presentation skills 187One-to-one interviews 192Managing meetings 193Within your organisation 195Summary and six-month follow-up test 196Chapter ⅷ9Part 2: Personal reminders and thoughts worth thinkingIntroduction 200Leadership and teambuilding 200Motivation and people management 214Communication and presentation 220[...]... has also been called the Four-D system: Drop it, Delay it, Delegate it or Do it You should shape your plan for the day by listing the various components, prioritising them and planning the time accordingly 14 The John Adair Handbook of Management and Leadership Your plan of action for the day should follow these rules: • Make your plan at the end of the previous day or at the start of each day (whichever... qualities must you have to be a good delegator? There are five main tips: 1 Choose the right staff 2 Train them 3 Take care in briefing them, and ensuring their understanding of the why and ‘how to’ of tasks delegated to them (and in imparting to them an understanding of business aims and policies) 4 Try not to interfere – stand back and support 5 Control in a sensible and sensitive manner by checking progress... levels and exclude overheads, to say nothing of the opportunity costs of attending meetings rather than spending time on other productive tasks.) What then are the hallmarks of the successful manager of meetings? • Meetings are planned ahead (who should attend and with the agenda and any useful papers being circulated in advance) • Times for each item and of the meeting itself are set in advance (and. .. private commitments (and can identify the time demands on both) The John Adair Handbook of Management and Leadership The Adair ten principles of time management 1 Develop a personal sense of time 2 Identify long-term goals 3 Make medium-term plans 4 Plan the day 5 Make the best use of your best time 6 Organise of ce work 7 Manage meetings 8 Delegate effectively 9 Make use of committed time 10 Manage your... definable and measurable goals, but not lose sight of the far ground 10 The John Adair Handbook of Management and Leadership You should reach a point where you can be clear about long-term aims/directions and medium, or short term goals/objectives which will be met and which will be part of a plan to continue on the road of achieving your longer-term aspirations Making medium-term plans Your key areas of. .. this for a week or so and review after each batch of three or four days Reproduced from Keytime Time Management with the kind permission of Keytime Management Developement 6 The John Adair Handbook of Management and Leadership Peter Drucker’s view is that only when we can manage time can we manage anything In managing time we first need to know how we use it now and then change what and when we do things.Your... views on matters of common concern Briefing meetings to impart and share information, to clarify points and incorporate ideas from others ‘Council’ meetings to make and share responsibility for decisions, resolving differences on the way The John Adair Handbook of Management and Leadership Negotiating meetings to reach decisions by bargaining with other party(ies) who are acting in their own best interest... Rewarding Part of all this is to set out clear ways in which time management can be improved in the short to medium-term A ‘Time Norm’ form can help here Task/activity/procedure 12 Time taken now The John Adair Handbook of Management and Leadership Target time When measuring and assessing improvements you cannot lose sight of the cost and quality dimension.Time improvements should not compromise standards... im oin minu gt ed kin u ar a few in Th at yo for n wh eve Stress Time and stress are cyclists on the same tandem Bad management of one pushes the other out of control You should always watch out for signs of stress in yourself and others… and take corrective action Chapter 1: Time management 25 Warning bells should sound if any of the following are present in behavioural patterns: 1 Irritability 2 Ever-present... remembering at the same time to be ruthless with time, but gracious with people Making the best use of your best time You have certain times of the day when you perform consistently better than at other times The Pareto Principle (which states that significant items of a given group form a relatively small part of the total) applies and 20% of your time produces 80% of your best quality output In making the best . without doubt one of the foremost thinkers on the subject in the world”SIR JOHN HARVEY-JONES JOHN ADAIR handbook of MANAGEMENT and LEADERSHIP The EDITED BY. of three orfour days.Reproduced from Keytime Time Management with the kind permission of Keytime Management Developement6 The John Adair Handbook of
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