How To Be An Even Better Manager: A Complete A-Z of Proven Techniques and Essential Skills

353 Pages·2004·0.91 MB·English

by  Michael Armstrong

HTB An Even Better Manager HP 30/11/2004 12:18 Page 1
HOW TO BE
EVEN
AN
BETTER
MANAGER

HTB An Even Better Manager TP 30/11/2004 12:18 Page 1
HOW TO BE
EVEN
AN
BETTER
MANAGER
A Complete A–Z of Proven
Techniques & Essential Skills
Sixth Edition
MICHAEL ARMSTRONG
London and Sterling,VA
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.
Publisher’s 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 VA20166-2012
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
ACIPrecord 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
2004009939
Typeset by Jean Cussons Typesetting, Diss, Norfolk
Printed and bound in Great Britain by Biddles Ltd, King’s Lynn, Norfolk
Contents
Foreword 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
v
Contents
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; Acase 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; Acase study 73
vi
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 manager’s 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
vii
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 qualities 129;
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
viii
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 others – what
the organization can do 179; Managing stress in others –
what 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 consumer’s 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; What’s wrong with
meetings? 198; What’s right with meetings? 198; Do’s
and don’ts 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
ix