ISBN 9780749459567,Armstrong's Handbook Of Management & Leadership

Armstrong's Handbook Of Management & Leadership



Viva Education Private Ltd

Publication Year 2010

ISBN 9780749459567

ISBN-10 0749459565

Paper Back

Edition 2nd
Number of Pages 288 Pages
Language (English)


Armstrong-s Handbook of Management and Leadership is the definitive guide to the practice of management. It presents the key skills that will help all managers and aspiring managers to carry out their roles effectively and achieve results. Packed with essential information on key theories and best practice it contains many checklists, diagrams and summaries. This second edition has been updated to reflect new thinking and ideas in this area and includes:
- the practice of management - including management roles, leadership and strategic management;
- enhancing customer relations - approaches to customer service and achieving high levels of customer service;
- delivering change - the processes and context of change;
- enabling continuous improvement - including quality management.
The book is aligned to the Managing for Results module which is part of the Chartered Institute of Personnel and Development-s Leadership and Management Standards. The text also serves as an ideal resource for those studying introductory management modules on business and HR programmes.
Contents: Preface to the Second Edition - Part I The Practice of Management - The Processes of Management and Leadership - Management - Leadership - Management and leadership compared - Influences on management - The Role of the Manager - What is a manager? - What do managers do? - How do managers do it? - What is an effective manager? - What do line/middle managers contribute? - The Role of the Leader - What is a leader? - Types of leaders - What do leaders do? - How do leaders do it? - What makes a good leader? - What is the significance of followers? - Part II Approaches to Management - Managing for Results - Planning - Setting objectives and targets - Organizing - Making things happen - Managing Strategically - Strategy - Strategic management - Developing a shared vision - Developing strategic plans - Strategic capability - Managing for Performance - High-performance culture - High-performance work systems - Managing individual performance - Managing team performance - Managing the Business - On being business like - Preparing a business plan - Making a business case - Financial budgeting and control - Cost-benefit analysis - Management Skills - Communicating - Report writing - Making presentations - Motivating - Coaching - Decision-making - Delegating - Facilitating - Giving feedback - Networking - Problem-solving - Managing Systems and Processes - Managing systems - Managing processes - Examples of systems and process management - The conflict and challenges of managing systems and processes - Managing Health and Safety - The importance of health and safety in the workplace - Health and safety policies - Conducting risk assessments - Health and safety audits - Health and safety inspections - The distinction between risk assessments, audits and inspections - Accident prevention - Occupational health programmes - The responsibility for health and safety - Self-development - The process of self - Other methods of management development - Self-management strategies - Part III Organizations - Understanding Organizations - Organizations and organizing - How organizations function - Organization structure - Types of organization - Organizational culture - Organizational processes - Understanding organizational policies - Designing Organizations - The process of organizing - Aim of organizational design - Conducting organization reviews - Organizational analysis - Organizational diagnosis - Job design - Organization Development - Organization development defined - Organization development strategies - Assumptions and values of organization development - Organization development activities - Part IV Delivering Change - The Process of Change - Types of change - How change happens - Organizational dynamics - how organizations grow and change - Change Management - Change models - The steps to effective change - How people change - Resistance to change - Developing and embracing a change culture - Identifying the need for change - The benefits of change - Risks of change - Planning the change programme - Requirements for success in managing change - Organizational transformation - Holding the gains - Enhancing Customer Relations - The Essence of Customer Relations - Developing a customer-centric culture - Customer relationship management - Customer service - Customer service activities - Elements of customer satisfaction - Delivering High Levels of Customer Service - Customer service strategy - Assessing customer needs - Identifying target customers - Communicating to customers - Measuring customer satisfaction - Developing products and services to meet customer needs - Providing the infrastructure for customer service - Models of customer service - Setting standards for customer service - Monitoring the delivery of service standards - Building satisfaction and keeping customers - Internal customers - Defining required attitudes, skills, knowledge, behaviours and competencies - Developing attitudes, skills and behaviours - World-class customer service examples - Part VI Enabling Continuous Improvement - Continuous Improvement - The nature of continuous improvement - The requirements for continuous improvement - The conditions and behaviour that promote continuous improvement - The framework for continuous improvement - Approaches to continuous improvement - Continuous improvement techniques - Continuous improvement programmes - Barriers to continuous improvement - Holding the gains - Examples of approaches to continuous improvement - Quality Management - Quality defined - Quality management defined - Contribution of the quality gurus - Quality management approaches - Quality standards - Quality management issues - Appendix. Alignment of Text with Managing for Results: - CIPD Professional Standards - Further Reading - Index
About the Authors: Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development, joint managing partner of e-reward and an independent management consultant. He has sold over 500,000 books on the subject of HRM (published with Kogan Page).