Overview

If you're having trouble motivating your employees, need to resolve a conflict, or want to learn how to better monitor your employees’ performance, this straight-forward guide will take you step by step through every aspect of managing. Packed with expert advice on team-building, communication skills, identifying talented employees, and letting go of staff, Managing for Dummies takes the stress out of what can...
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Managing For Dummies

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Overview

If you're having trouble motivating your employees, need to resolve a conflict, or want to learn how to better monitor your employees’ performance, this straight-forward guide will take you step by step through every aspect of managing. Packed with expert advice on team-building, communication skills, identifying talented employees, and letting go of staff, Managing for Dummies takes the stress out of what can be an intimidating and high-pressured job.


The book will be adapted from the current US edition of Managing for Dummies. Existing content will be revised to reflect essential UK information including:


  • UK-specific case studies, including references to recognisable UK businesses

  • UK business practice, including ethics, employee and employers rights and responsibilities, hiring and firing - with reference to UK law

  • UK websites

  • UK financial information
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Product Details

  • ISBN-13: 9781119992509
  • Publisher: Wiley
  • Publication date: 12/7/2010
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition description: UK Edition
  • Edition number: 1
  • Pages: 400
  • Sales rank: 1,074,994
  • Product dimensions: 7.42 (w) x 9.31 (h) x 0.87 (d)
  • File size: 7 MB

Meet the Author

Richard Pettinger is a management lecturer and author of over 30 management books.





Bob Nelson founded Nelson Motivation, a training and consulting firm.


Peter Economy is a management writer and consultant.

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Table of Contents

Foreword.


Introduction.





Part I: You Want to Be a Manager.





Chapter 1: You’re a Manager — Now What?





Chapter 2: Delegation: Getting Things Done - By Everyone.








Chapter 3:Leadership and Leading.





Part II: Managing People.





Chapter 4: Attracting and Keeping the Best.





Chapter 5: Motivation, Inspiration and Performance.





Chapter 6: Coaching and Development..





Part III: Making Things Happen.


Chapter 7: Setting Goals and Targets.





Chapter 8: Measuring Performance and Progress.





Chapter 9: Performance Evaluations and Appraisals.





Part IV: Working with People.





Chapter 10: Effective Communication.





Chapter 11: It's a Team Thing.





Chapter 12: Managing Flexible Workers.





Chapter 13: Ethics and Organisational Politics.





Part V: The Tough Ones.





Chapter 14: Managing Change.





Chapter 15: Discipline: Speaking Softly.





Chapter 16: Too Little, Too Late: Dismissing Employees.





Chapter 17: Managing Yourself : Taking Care of No.1.





Part VI: Tools and Techniques for Managing.





Chapter 18: Budgeting and Accounting.





Chapter 19: Harnessing the Power of Technology.





Chapter 20:Employee Development.





Chapter 21: Keeping Track of Management Trends.





Part VII: The Part of Tens.





Chapter 22: Ten Common Management Mistakes.





Chapter 23: The Ten Best Ways to Recognise Employees.





Chapter 24: Ten Classic Business and Management Books.








Index.

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