Managing People for the First Time
Overview
Almost everyone in all types of organisation – business, professional, governmental, academic – has to make the critical leap to managing people for the first time. In todays fast-paced business world, companies often don't have time to give new managers the training and guidance they need.
Written specifically for those faced with the daunting task of changing from following instructions to giving them for the first time, Julie Lewthwaite gives you all the tools and iinsights that you'll need to successfully navigate the next stage of your career.
By focussing on techniques to manage the relationship between employer and employee you will learn how to get the best from your team and succeed in your new role. This is the ultimate guide to ease you into your first management position and get your leadership career off to a flying start.
This book has been widely adopted in businesses and in particular the public sector. It is full of assessment exercises and checklists so you can track your progress.
This is a fully updated version of a highly successful title by the author of the best-selling Everything You Need for an NVQ in Management.
Book Details
- Format:
- eBook
- ISBN:
- 9781854188045
- Publication Date:
- 2006
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Content
1: Setting the scene
2: Learning to learn
- When are you going to learn?
- What’s in it for me?
- How do we do it?
- Feedback
- Developing confidence and motivation
3: Communication
- Building relationships
- Ego states
- Body language
- Communication as a two-way process
- What makes an effective listener?
- Effective listening techniques
- Turning blocks to advantage
- Sending your message
- The eight-stage process
- Formal interviews
- The interview structure
- Questions to gather information
- The nature of the information
4: Negotiation and working with conflict
- What is negotiation about?
- Types of power
- Tactics in negotiation
- Competitive negotiation
- Collaborative negotiation
- Communicating in difficult circumstances
- Functions of conflict
- Mapping conflict
5: Presentation
- Delivering your presentation
- One-way presentations: a summary
- Two-way presentations
- Turning all presentations into two-way presentations
6: Stress management
- Stress management strategies
- Causes of stress
- Managing stress
- Short-term strategies
- Medium-term strategies
- Health maintenance
- Long-term strategies
7: Time management
- Time personality
- Structuring your use of time
- Why your time goes where it does
- Information management
- Prioritization
- Organizing for time management
8: Recruitment and selection
- Basic principles
- Different approaches to the task
- Developing the framework
- Recruitment methods
- Selection as a two-way process
- Choosing your selection method
9: Developing people
- Why training and development?
- The developmental process
- Key performance analysis
- Blocks to development
- Delivering development
- Evaluation
- Strategic evaluation
10: Performance appraisal
- What use is appraisal anyway?
- Individual and team performance
- How often?
- Who will appraise?
- A structure for appraisal – how to appraise
- Dealing with performance
- What can go wrong?
- Creating links to performance
11: Motivation
- Motivation: people and organizations
- What does it mean?
- Forms of motivation
12: Delegation
- Why delegate?
- The causes of poor delegation
- The delegation process as a contract
- The job contract
13: Team building
- Why teams?
- The three role team
- What can go wrong?
- Roles
- Informal group processes
- Hidden agendas
14: Leadership
- The concept of leadership
- Roles of the leader