How to Manage People

( 1 )

Overview


From Michael Armstrong, HR expert and best selling author, comes this new edition of the business staple, How to Manage People. Providing valuable insight into the functions and skills required to be an effective manager from how to manage teams to successful recruitment it will help you get the best from your staff through motivation, reward and leadership.

With three brand new chapters on managing virtual teams, enhancing employee engagement and managing conflict, it is full ...

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How to Manage People

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Overview


From Michael Armstrong, HR expert and best selling author, comes this new edition of the business staple, How to Manage People. Providing valuable insight into the functions and skills required to be an effective manager from how to manage teams to successful recruitment it will help you get the best from your staff through motivation, reward and leadership.

With three brand new chapters on managing virtual teams, enhancing employee engagement and managing conflict, it is full of easily applicable advice as well as practical tools and checklists. Essential reading for anyone who wants to get the best from their teams, How to Manage People distills the essence of good management into one handy book.

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Editorial Reviews

From the Publisher

Praise for the previous edition:

"Offers managers a clear and comprehensive course of action." --Midwest Book Review 

"In this portable guide, Armstrong...focuses on what frontline managers must do themselves to bring HR policies to life. The book offers practical advice to managers and team leaders on how to manage, motivate, develop, and reward team members, and how to deal with common people problems. The readable layout features numerous checklists, bullet points, and example boxes." --Book News Inc.

"He covers the main actions that managers have to carry out to get things done through people very effectively, and the advice to frontline managers is well contained in this easy and practical guidebook." --Phillip Taylor, Richmond Chambers Reviews

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Product Details

  • ISBN-13: 9780749467081
  • Publisher: Kogan Page, Ltd.
  • Publication date: 3/28/2013
  • Series: Creating Success Series
  • Edition description: Second Edition
  • Edition number: 2
  • Pages: 184
  • Sales rank: 630,946
  • Product dimensions: 5.50 (w) x 8.50 (h) x 0.39 (d)

Meet the Author

Michael Armstrong is a former Chief Examiner of the UK’s Chartered Institute of Personnel and Development, a joint managing partner of e-reward and an independent management consultant. He has sold over 500,000 books on the subject of HRM including A Handbook of Human Resource Management Practice.

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Table of Contents


Introduction     1
What managers do     3
Managerial effectiveness     4
Attributes of successful managers     7
Key aspects of management     7
Leadership     18
What leadership involves     20
Leadership styles     22
What makes a good leader?     24
Developing leadership skills     29
Assessing leadership skills     30
Leadership checklists     32
Motivating people     34
Motivation defined     35
The process of motivation     36
How motivation takes place     37
Motivation theories     38
The key messages of motivation theory     41
Approaches to motivation     42
Engagement     47
Organizing     50
The process of organizing     50
Aim     51
Organizational guidelines     52
Job design     54
Developing role profiles     55
Team building     60
What is a team?     61
What are the characteristics of teams?     61
What are the factors that contribute to team effectiveness?     62
How should team performance be assessed?     63
How should team performance reviews be conducted?     64
What needs to be done to achieve good teamwork?     65
Delegating     67
What is delegation?     67
What are the advantages of delegation?     68
What are the difficulties of delegation?     69
Approaches to delegation     69
How good a delegator are you?     75
Selection interviewing     77
The nature of a selection interview     77
The content of an interview     79
Preparing for the interview     81
Planning the interview     82
Interviewing techniques     83
Assessing the data     87
Managing performance     90
The process of managing performance     90
Performance planning     92
The continuing process of managing performance     96
Formal review meetings     97
Conducting a performance review meeting     99
Performance review skills     100
Helping people to learn and develop     105
Conditions for effective learning     106
Self-managed learning      107
Formal learning     108
Informal learning     109
How you can promote learning and development     109
Rewarding people     120
Reward systems     121
Approaches to rewarding people     121
Fixing grades and rates of pay     124
Reviewing pay     125
Managing without a reward system     128
Managing change     130
Approaches to managing change     130
Resistance to change     132
Handling people problems     136
Absenteeism     137
Disciplinary issues     139
Handling negative behaviour     142
Handling poor timekeeping     147
Dealing with underperformers     148
References     150
Index     152
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  • Anonymous

    Posted July 3, 2008

    THE PEOPLE MANAGEMENT BUSINESS EXPLAINED FOR LINE MANAGERS

    It is generally considered that the success of a company relies heavily on the performance of its human resources managers, who sometimes have a somewhat less than enthusiastic audience or any set of admirers! Michael Armstrong¿s practical guide to managing people quashes some of the myths about people management, and provides an invaluable insight into the main issues which arise for front-line management including: leadership motivating people team building delegating interviewing managing performance developing and rewarding people managing change and handling people problems. Each of these key topics can be the subject of `management-style¿ books but Armstrong gives up his secrets on people management in 12 definitive chapters, and some useful references which could be a bit more detailed and web friendly. Armstrong concludes that people often leave their managers, and not their organisations, for many reasons mainly connected to relationships and career development. Whilst a business has progressive policies (often forced on it by government), the practical application is in the hands of both HR and line management to perform the difficult tasks. Armstrong succeeds in his aim of showing managers how to explain to staff what they are expected to do with their responsibilities. He covers the main actions that managers have to carry out to get things done through people very effectively, and the advice to frontline managers is well contained in this easy and practical guidebook. The book will get you the best results but remember that to manage people, ¿managers have largely to do it themselves¿. How right he is - we all know about the `buck-passers¿! The distillation of Michael Armstrong¿s knowledge and experience for managers has not really changed in the 30 years since I became a manager, and he gives us great advice on managing the people business which is very relevant for the technological challenges of today¿s world. PHILLIP TAYLOR MBE. Barrister-at-Law.

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