How To Be An Even Better.pdf

8/12/2019 How To Be An Even Better.pdf

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How To BE AN EVEN

BETTER MANAGER

Sixth Edition

^ Com o ete A-Z o Prove

echnues 8: Essential S il


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HOW BETTER

MANAGER AN

EVEN TO BE


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HOW

BETTER

MANAGER

AN

EVEN TO BEA Complete AZ of Proven Techniques &

Essential Skills

Sixth Edition

MICHAEL ARMSTRONG

London and Sterling, VA


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Masculine pronouns have been used in this book. This stems from a desire to avoid ugly and cumbersome language, and no

discrimination, prejudice or bias is intended.

Publishers note Every possible effort has been made to ensure that the information contained in this book is accurate at the time

of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No

responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this

publication can be accepted by the editor, the publisher or the author.

First published in Great Britain in 1983, entitled How to be a Better Manager Second edition, 1988, entitled How to be an Even

Better Manager Third edition 1990 Fourth edition 1994 Fifth edition 1999 Sixth edition 2004

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright,

Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with

the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and

licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the

undermen- tioned addresses:

120 Pentonville Road 22883 Quicksilver Drive London N1 9JN Sterling VA 20166-2012 United Kingdom USA www.kogan-

page.co.uk

Michael Armstrong, 1983, 1988, 1990, 1994, 1999, 2004

The right of Michael Armstrong to be identified as the author of this work has been asserted by him in accordance with the

Copyright, Designs and Patents Act 1988.

ISBN 0 7494 4262 X

British Library Cataloguing-in-Publication Data

A CIP record for this book is available from the British Library.

Library of Congress Cataloging-in-Publication Data

Armstrong, Michael, 1928-

How to be an even better manager / Michael Armstrong.

p. cm. Includes bibliographical references (p. ) and index. ISBN 0-7494-4262-X 1. Management. I. Title. HD31.A73 2004

658.4--dc22

2004009939Typeset by Jean Cussons Typesetting, Diss, Norfolk Printed and bound in Great Britain by Biddles Ltd, Kings Lynn, Norfolk


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ContentsForeword to the sixth edition xiii Preface xv

1. How to be a better manager 1

What management is about 2; The aims of management 3; Purpose of management and leadership 3; The

processes of management 5; Managerial roles 6; The distinction between management and leadership 7;

The fragmentary nature of managerial work 7; What managers actually do 8; What managers can do

about it 9; Managerial qualities 10; Managerial effectiveness 11; Developing managerial effectiveness 12

2. How to achieve results 14

What makes achievers tick? 15; What do achievers do? 16; How to analyse your own behaviour 17;

Learning 18; Conclusion 18

3. How to appraise people 19

What is performance appraisal? 19; The aim of performance appraisal 19; How performance appraisal can

help managers 20; The process of performance

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Contents

vi

appraisal 20; The performance appraisal cycle 20; Stage 1: How to plan for appraisal 21; Stage 2:

Preparing for the appraisal discussion 23; Stage 3: The appraisal discussion 24; Appraisal discussion

guidelines 24

4. How to assess your own performance 26

The self-assessment process 26

5. How to be assertive 29

Assertion and aggression 29; Assertive behaviour 30; Handing aggression 30; Influencing styles 31

6. How to be authoritative 32

7. How to communicate 34

Barriers to communication 34; Overcoming barriers to communication 36; Listening skills 38

8. How to coach 40

Aims 41; The coaching sequence 41; Coaching skills 42; Effecting coaching 42; Planned coaching 42;

The manager as coach 43

9. How to co-ordinate 44

Approaches to co-ordination 44; A case study 46

10. How to control 48

Essentials of control 48; Controlling inputs and outputs 50; Control systems 51; Management by

exception 52

11. How to be creative 54

Creativity 54; Innovation 60

12. How to be decisive 63

Characteristics of the decision-making process 63; Ten approaches to being decisive 63

13. How to delegate 66 Advantages of delegation 67; The process of delegation 67; When to delegate 68;

How to delegate 68; The thoughts of some successful delegators 71; A case study 73


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Contents

14. How to develop your emotional intelligence 74

Emotional intelligence defined 74; The significance of emotional intelligence 74; The components of

emotional intelligence 74; Developing emotional intelligence 75; Neuro-linguistic programming 76;

Developing your own emotional intelligence 78

15. How to develop people 80

Investing in people 80; The managers contribution to effective development 80; Management

development 81; Coaching 83

16. How to get on 84

Knowing yourself 85; Knowing what you want 88; Personal qualities and behaviour 90; Self-

development 91; Identifying development needs 92; Defining the means of satisfying needs 92; Personal

development plans 93; Ten self-development steps 93

17. How to handle difficult people 95

Why people are difficult 95; Ten approaches to handling difficult people 96

18. How to handle negative behaviour 98

Causes of negative behaviour 99; Dealing with the problem 99; Ten approaches to managing negative

behaviour 102

19. How to influence people 104

Persuading people 104; Ten rules for effective persuasion 104; Case presentation 105

20. How to interview 109

The overall purpose of a selection interview 109; The nature of a selection interview 109; Preparing for

the interview 110; The content of an interview 111; Planning the interview 113; Interviewing techniques

114; Assessing the data 117

21. How to be interviewed 120

Preparing for the interview 120; Creating the right impression 122; Responding to questions 122; Ending

on a high note 123

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Contents

22. How to get job engagement 124

Developing job engagement 124; Empowerment 125

23. How to be a better leader 127

The roles of the leader 127; Leadership styles 128; The impact of the situation 128; Leadership qualities129; What organizations require of leaders 130; Behaviours people value in leaders 130; Leadership

checklist 131; Case studies 132

24. How to manage your boss 135

Getting agreement 136; Dealing with problems 138; Impressing your boss 138

25. How to manage change 140

Types of change 141; How people change 141; The process of change 142; The approach to change

management 143; Guidelines for change management 144; Gaining commitment to change 146

26. How to manage conflict 148

Handling inter-group conflict 149; Handling conflict between individuals 150; Conclusions 152

27. How to manage a crisis 153

What is crisis management? 153; Causes of crises 154; Management crises 155; Crisis management

behaviour 155; Negotiating situations 157; When to fight 157; Crisis management techniques 159;

Qualities of a crisis manager 160; Crisis management techniques organizational 161

28. How to manage performance 163

How performance management works 163; How to measure performance 165; Types of measures

organizational 167

29. How to manage projects 170

Project planning 170; Setting up the project 172; Controlling the project 172; Ten steps to effective

project management 173

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Contents

30. How to manage strategically 174

Strategic planning 174; Formulating strategic plans 175; Strategic capability 176

31. How to manage stress 178 Symptoms of stress 179; Managing stress in otherswhat the organization

can do 179; Managing stress in otherswhat you can do 180; Managing your own stress 180

32. How to manage time 182

Analysis 183; Organizing yourself 184; Organizing other people 187; Time consumers checklist 188

33. How to manage under-performers 192

Why poor performance occurs 192; The steps required to manage under-performance 193; Handling

disciplinary interviews 195; Dismissing people 195; Ten steps to manage under-performers 196

34. How to run and participate in effective meetings 197

Down with meetings 197; Whats wrong with meetings? 198; Whats right with meetings? 198; Dos and

donts of meetings 199; Chairing meetings 200; Members 201

35. How to motivate people 203

The process of motivation 204; Types of motivation 204; Basic concepts of motivation 205; Implications

of motivation theory 206; Approaches to motivation 207; Financial rewards 208; Non-financial rewards

209; Ten steps to achieving high levels of motivation 211

36. How to negotiate 212

Business negotiations 212; Trade union negotiations 213; The process of negotiation 214; Negotiating

tactics 217

37. How to network 225

38. How to set objectives 227

What are objectives? 227; How are individual work objectives expressed? 228; What is a good work

objective? 229; Defining work objectives 230

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