Fabulous Manager: 20 Key Lessons Towards Management Excellence

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9780132965507: Fabulous Manager: 20 Key Lessons Towards Management Excellence

This thought provoking, controversial, light and yet serious book look at what the manager can do in order to improve his/her skills, make things better for the organisation or improve conditions for employee.

This book is suitable for all practising managers, supervisors, regardless of level. Achieve excellence in management by doing the right things and building the right skills in 20 straightforward lessons. Turn an average performer into a top-notch boss.

In easy-to-understand language, this book explains:
1. How to empower your workers
2. How to motivate people
3. How to delegate properly
4. When to involve your staff in decision making
5. What you must do to build high performance teams
6. How to interview so that you can select the right persons
7. How to make meetings productive
8. How to deal with conflict
9. How to make more time for yourself

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About the Author:

Kenneth STOTT is a university lecturer with wide experience of leading development programmes for managers of all levels from both public and private sector organisations. Currently based in the UK at Middlesex University, he is a regular visitor to Southeast Asia where he worked for several years. With Allan Walker, he wrote 'Making Management Work: A Practical Approach' which is used as a guide to effective management practice in many countries. He has also written regular feature articles on a range of management topics for the 'Business Times' of Singapore. One of his major interests in developing teamwork and much of his consultancy activity has been with organisations seeking to improve the quality and work of their teams.

Allan WALKER has broad experience of teaching and research development in management in Australia and Southeast Asia. He has worked in universities in the USA, Singapore and Australia, and is currently lecturing at Northern Territory University in Darwin. His main interests are in strategic planning, leadership, organisational teams and practical management skills. He is co-author and editor of several books and has published widely in international journals.

Excerpt. Reprinted by permission. All rights reserved.:

From Chapter 1:

This chapter is about bad management. Not the most conventional way of starting a book on how to become an excellent manager, true. But you have to break down the bad to leave room for the good. If there are barriers, they have to be removed for the better practices to get in. Also, this short journey into the realm of unfortunate practice provides an opportunity to reflect; to think about the things you do that are not helpful and productive. Like the sign on the church: "You are not too bad to come in and not too good to stay out!" Perhaps that's what we should put at the beginning of this chapter. Every manager can learn something from those who are less than perfect. The man was in the post office mailing a new Bible to his friend for Christmas. "Does the package contain anything breakable?" asked the clerk. "Only the Ten Commandments," replied the man. There are no commandments as such in management, but if there were, some of the following characters we describe would not only break them - they would smash them! We came across these examples when we were writing our earlier books. We are not talking about you - of course not! But a bit of soul searching convinced us we had been less than perfect as managers ourselves, and it did us no harm to try on the cap: if it fits, wear it. That is the starting point - actually knowing you are not doing things right. If you have reached the stage, you're doing well. Many of the managers we saw, however, hadn't got that far. They thought what they were doing was absolutely right. Regrettably, what some of these characters were getting up to seemed perfectly designed to destroy human relationships and prevent people from doing the best for the organisation.

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