How to Manage
The definitive guide to effective management
4th Edition
Published on 5. August 2015
Book
Paperback/Softback
312 pages
978-1-292-08366-7 (ISBN)
Description
How to Manage has been officially shortlisted in the 'practical manager' category for the 2017 Management Book of the Year prize which has just been announced by the Chartered Management Institute (CMI) and the British Library.
Managing well is about getting things done. This book will show you what you need to do.
How to Manage is the definitive how-to of management. Based on years of management practice in some of the world's leading organisations, it cuts through the theory to show you how to develop the skills, behaviours, political abilities and emotions to thrive as a manager.
In How to Manage you'll learn to:
Evaluate your management potential
Assess each member of your team and help them discover how they can improve
Identify and build the core skills you need to do well
Recognise the rules of success in your particular organisation
Manage in a virtual world
Cuts right through all the myths and mysteries to get straight to the heart of what it really takes to plan, organise, direct and deliver results.
'All the science, tools and techniques that any manager will need to be successful.'
Graeme Duncan, Chief Executive of Right to Succeed
'Jo Owen gets right to the heart of what great managers do and gives you the skills to practise so that you can become great.'James Toop, Chief Executive of Teaching Leaders
Managing well is about getting things done. This book will show you what you need to do.
How to Manage is the definitive how-to of management. Based on years of management practice in some of the world's leading organisations, it cuts through the theory to show you how to develop the skills, behaviours, political abilities and emotions to thrive as a manager.
In How to Manage you'll learn to:
Evaluate your management potential
Assess each member of your team and help them discover how they can improve
Identify and build the core skills you need to do well
Recognise the rules of success in your particular organisation
Manage in a virtual world
Cuts right through all the myths and mysteries to get straight to the heart of what it really takes to plan, organise, direct and deliver results.
'All the science, tools and techniques that any manager will need to be successful.'
Graeme Duncan, Chief Executive of Right to Succeed
'Jo Owen gets right to the heart of what great managers do and gives you the skills to practise so that you can become great.'James Toop, Chief Executive of Teaching Leaders
More details
Edition
4th New edition
Language
English
Place of publication
Harlow
United Kingdom
Publishing group
Pearson Education Limited
Target group
Professional and scholarly
Edition type
New edition
Dimensions
Height: 217 mm
Width: 142 mm
Thickness: 22 mm
Weight
484 gr
ISBN-13
978-1-292-08366-7 (9781292083667)
Schweitzer Classification
Other editions
New editions
Book
06/2018
5th Edition
Pearson Business
€38.56
Shipment within 10-20 days
Previous edition
Jo Owen
How to Manage
Book
10/2011
3rd Edition
Pearson Business
€16.08
Article exhausted; check for reprint
Person
Jo Owen has set up four national charities in the UK, including Teach First - one of the top five graduate recruiters in the country. Jo has built business in Japan, created a bank, was a partner at Accenture and has worked across the world in most industries. A top corporate coach and speaker on leadership, tribes, global teams and influence, his other books include How to Lead, How to Manage, How to Influence and How to Sell .
Content
About the author
About the fourth edition
Chapter 1 Introduction and summary: real managers for the real world
1.1 Rational management
1.2 Emotional management
1.3 Political management
1.4 Management quotient
Chapter 2 Rational management skills: dealing with problems, tasks and money
2.1 Starting at the end: focus on outcomes
2.2 Achieving results: performance and perceptions
2.3 Making decisions: acquiring intuition fast
2.4 Solving problems: prisons and frameworks - and tools
2.5 Strategic thinking: floors, romantics and the classics
Financial skills
2.6 Setting budgets: the politics of performance
2.7 Managing budgets: the annual dance routine
2.8 Managing costs: minimising pain
2.9 Surviving spreadsheets: assumptions, not maths
2.10 Knowing numbers: playing the numbers game
Chapter 3 Emotional managment skills: dealing with people
3.1 Motivating people: creating willing followers
3.2 Persuading people: how to sell anything
3.3 Coaching: no more training
3.4 Delegating: doing better by doing less
3.5 Handling conflict: from FEAR to EAR
3.6 Giving informal feedback: making the negative positive
3.7 Using time effectively: activity versus achievement
3.8 Minding your mind: the management mindset
3.9 Finding your performance zone: learn to thrive
3.10 Learning the right behaviours: what your team really wants
Chapter 4 Political management skills: acquiring power to make things happen
4.1 The ten laws of power: achieving PQ
4.2 Taking control: the power of ideas
4.3 Managing change: people, not projects
4.4 People and change: through the valley of death
4.5 Making things happen: managing projects
4.6 The art of unreasonable management: ruthlessness
4.7 Managing your boss: and difficult people
4.8 Managing your career: career is a noun and a verb
4.9 Playing the game: manage the politics
4.10 Achieving and use influence: become the trusted manager
Chapter 5 Management quotient skills: managing your journey
5.1 Acquiring MQ: how to learn success
5.2 Employing MQ: uses and abuses
5.3 Decoding the success formula: happy endings
Index
About the fourth edition
Chapter 1 Introduction and summary: real managers for the real world
1.1 Rational management
1.2 Emotional management
1.3 Political management
1.4 Management quotient
Chapter 2 Rational management skills: dealing with problems, tasks and money
2.1 Starting at the end: focus on outcomes
2.2 Achieving results: performance and perceptions
2.3 Making decisions: acquiring intuition fast
2.4 Solving problems: prisons and frameworks - and tools
2.5 Strategic thinking: floors, romantics and the classics
Financial skills
2.6 Setting budgets: the politics of performance
2.7 Managing budgets: the annual dance routine
2.8 Managing costs: minimising pain
2.9 Surviving spreadsheets: assumptions, not maths
2.10 Knowing numbers: playing the numbers game
Chapter 3 Emotional managment skills: dealing with people
3.1 Motivating people: creating willing followers
3.2 Persuading people: how to sell anything
3.3 Coaching: no more training
3.4 Delegating: doing better by doing less
3.5 Handling conflict: from FEAR to EAR
3.6 Giving informal feedback: making the negative positive
3.7 Using time effectively: activity versus achievement
3.8 Minding your mind: the management mindset
3.9 Finding your performance zone: learn to thrive
3.10 Learning the right behaviours: what your team really wants
Chapter 4 Political management skills: acquiring power to make things happen
4.1 The ten laws of power: achieving PQ
4.2 Taking control: the power of ideas
4.3 Managing change: people, not projects
4.4 People and change: through the valley of death
4.5 Making things happen: managing projects
4.6 The art of unreasonable management: ruthlessness
4.7 Managing your boss: and difficult people
4.8 Managing your career: career is a noun and a verb
4.9 Playing the game: manage the politics
4.10 Achieving and use influence: become the trusted manager
Chapter 5 Management quotient skills: managing your journey
5.1 Acquiring MQ: how to learn success
5.2 Employing MQ: uses and abuses
5.3 Decoding the success formula: happy endings
Index