New Manager
Description
With the unique 2-in-1 approach, you can learn your way. Use the seven Speed Read tips immediately, then take your time exploring the Big Picture chapters.
- Understand how to be a great manager - quickly
- Effectively manage the issues that teams face
- Communicate with confidence and get the right message across
- Encourage your staff for exceptional performance and professional development
With eBooks you can:
- search for key concepts, words and phrases
- make highlights and notes as you study
- share your notes with friends
eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps.
Upon purchase, you'll gain instant access to this eBook.
Time limit
The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed.
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Person
Audrey Tang runs her own Training consultancy, CLICK designing and delivering interactive training programmes which centre upon experiential learning to develop Business and Leadership Skills. Prior to that she worked for the UK National Health Service (NHS) as a Learning and Development Facilitator and Coach where she designed and delivered Corporate training programmes to over 4000 staff across the Trust ranging from mandatory training, to NVQs and the Management Programme.
Content
- 1. THINK LIKE A MANAGER
- Speed Read
- 1.1 The transit from 'involvement' to 'co-ordination'
- 1.2 Know your job
- 1.3 Ask, don't assume (1)
- 1.4 The (un)social network
- 1.5 Managing change
- 1.6 Old vision, new perspective
- 1.7 Get proactive
- Big Picture
- 1.1 The transit from 'involvement' to 'co-ordination'
- 1.2 Know your job
- 1.3 Ask, don't assume (1)
- 1.4 The (un)social network
- 1.5 Managing change
- 1.6 Old vision, new perspective
- 1.7 Get proactive
- 2. MAKING TEAMS WORK
- Speed Read
- 2.1 Know what a team is
- 2.2 Know your team
- 2.3 Right person right task
- 2.4 Dealing with disputes and problems
- 2.5 Challenging perceived favouritism or discrimination
- 2.6 360° feedback for all
- 2.7 There is a 'me' in team
- Big Picture
- 2.1 Know what a team is
- 2.2 Know your team
- 2.3 Right person right task
- 2.4 Dealing with disputes and problems
- 2.5 Challenging perceived favouritism or discrimination
- 2.6 360° feedback for all
- 2.7 There is a 'me' in team
- 3. DEVELOPING STAFF
- Speed Read
- 3.1 Best invest in your staff
- 3.2 Coaching as a management tool
- 3.3 Making appraisals work
- 3.4 Making the TNA meaningful
- 3.5 Training your team
- 3.6 The benefits of secondments
- 3.7 Ask, don't assume (2)
- Big Picture
- 3.1 Best invest in your staff
- 3.2 Coaching as a management tool
- 3.3 Making appraisals work
- 3.4 Making the TNA meaningful
- 3.5 Training your team
- 3.6 The benefits of secondments
- 3.7 Ask, don't assume (2)
- 4. MOTIVATING STAFF
- Speed Read 4.1 Be aware that not everyone will care as much as you
- 4.2 Extrinsic motivation (theories and practice)
- 4.3 Intrinsic motivation (theories and practice)
- 4.4 What do you believe about your team?
- 4.5 The truth behind team building
- 4.6 Emotional labour
- 4.7 Making meetings motivational
- Big Picture
- 4.1 Be aware that not everyone will care as much as you
- 4.2 Extrinsic motivation (theories and practice)
- 4.3 Intrinsic motivation (theories and practice)
- 4.4 What do you believe about your team?
- 4.5 The truth behind team building
- 4.6 Emotional labour
- 4.7 Making meetings motivational
- 5.DELEGATION
- Speed Read
- 5.1 Make sure the task is one you CAN delegate
- 5.2 Choose the right person to delegate to
- 5.3 Communicate the task effectively
- 5.4 Allow appropriate time
- 5.5 Offer appropriate support
- 5.6 Let the task get done (don'
