Management Matters: From the Humdrum to the Big Decisions

Overview

“Offers a wealth of insight on all the important aspects of Management… Superbly accessible and comprehensive.” Freek Vermeulen, Associate Professor, London Business School

Bill Clinton. Steve Jobs. Alex Ferguson. Mark Zuckerberg.

What made this motley crew some of the most intriguing and best known managers of our time? Polo necks and sexual escapades aside, their distinctive management styles have driven them to the top of their fields.

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Overview

“Offers a wealth of insight on all the important aspects of Management… Superbly accessible and comprehensive.” Freek Vermeulen, Associate Professor, London Business School

Bill Clinton. Steve Jobs. Alex Ferguson. Mark Zuckerberg.

What made this motley crew some of the most intriguing and best known managers of our time? Polo necks and sexual escapades aside, their distinctive management styles have driven them to the top of their fields.

With the keen eye and incisive style his readers have come to expect, Philip Delves Broughton explores the full spectrum of management dos and don’ts. He combines captivating anecdotes and astute observations with actionable advice, making this the ideal guide for managers at all levels who want the ‘why’ as well as the ‘how’.

Written with honesty and wit, Management Matters is that most elusive of beasts – a business book that’s also a cracking good read.

Praise for Philip Delves Broughton:

“Funny and revealing” – The Sunday Times

“Quite brilliant” – The Literary Review

“Absorbing and entertaining” – The Financial Times

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Product Details

  • ISBN-13: 9780273781356
  • Publisher: FT Press
  • Publication date: 2/22/2013
  • Series: Financial Times Series
  • Edition number: 1
  • Pages: 272

Meet the Author

Philip Delves Broughton is the author of the international bestseller What They Teach You at Harvard Business School: MyTwo Years in the Cauldron of Capitalism. The Wall Street Journalcalled it “horrifying and very funny” and The Financial Times“entertaining and absorbing.” He has a BA from Oxford, an MBA from the Harvard Business School, served as New York and Paris correspondent for The Daily Telegraph and writes regularly for The Financial Times.

Philip is also a blogger and his posts can be viewed at www.philipdelvesbroughton.com

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Table of Contents

Introduction: What is Management?

Ch 1 Managing Yourself

Taking a Personal Audit

Focusing on What You Can Control

De-cluttering

Taking Care of Yourself

Being Effective

Finding Your Motivation

Knowing Yourself

Working with What You’ve Got

Combating Performance Anxiety

Trusting Your Own Judgement

Doing What Feels Right

Moving the Flywheel of Success

Top 10 Tips for Managing Yourself

Ch 2 Managing Others

Hiring for Tomorrow

Hiring Junior Staff

Hiring Other Managers

Jagged Resumes, Talent that Whispers and Talent that Shouts

Getting Past Stereotype and Charisma

Managing Teams

Managing Clever People

Using Perverse Incentives

Motivating People

Keeping it Simple

Handling Crisis Junkies

Learning from Hedge Funds

Don’t Compete, Co-operate

Dealing with Complainers

Managing Social Networks

Managing Performance

Dismissing Staff

Earning Trust

Nurturing Creativity

Top 10 Tips for Managing People

Ch 3 Managing Processes

Learning from Toyotas Production System

Starting Lean and Staying Lean

Death by Powerpoint: Sharing Information

Getting the Most Out of Meetings

Mastering the Art of Negotiation

Fostering Innovation

Creating a Networked Environment

Top 10 Tips for Managing Processes

Ch 4 Managing Numbers

Finding Value in What You Know

Managing for Value

Ignoring the Facts

Managing Risk

Focusing on Relevance Rather Than Rules

Top 10 Tips forManaging Numbers

Ch 5 Managing Change

Managers vs. Leaders

Observing the Unintended Effects of Change

Overcoming Resistance

Avoiding Common Mistakes

Turning Conflict into Creativity

Developing a Vision

Harnessing the Power of Stories

Achieving Cultural Continuity

Managing Disruptive Change

Top 10 Tips for Managing Change

Ch 6 Managing Strategy

Understanding Strategy

Managing Open Innovation

Managing Failure

Managing Success

Top 10 Tips for Managing Strategy

Conclusion

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