Philip Delves Broughton
Pearson Education
e druk, 2012
9780273781356
Management Matters
From the Humdrum to the Big Decisions
Specificaties
Paperback, blz.
|
Engels
Pearson Education |
e druk, 2012
ISBN13: 9780273781356
Rubricering
Juridisch
:
Onderdeel van serie
Financial Times Series
Verwachte levertijd ongeveer 9 werkdagen
Samenvatting
“Offers a wealth of insight on all the important aspects of Management… Superbly accessible and comprehensive.” Freek Vermeulen, Associate Professor, London Business School
Bill Clinton. Steve Jobs. Alex Ferguson. Mark Zuckerberg.
What made this motley crew some of the most intriguing and best known managers of our time? Idiosyyncracies aside, their distinctive management styles have driven them to the top of their fields.
With the keen eye and incisive style his readers have come to expect, Philip Delves Broughton explores the full spectrum of management dos and don’ts. He combines captivating anecdotes and astute observations with actionable advice, making this the ideal guide for managers at all levels who want the ‘why’ as well as the ‘how’.
Written with honesty and wit, Management Matters is that most elusive of beasts – a business book that’s also a cracking good read.
Praise for Philip Delves Broughton:
“Funny and revealing” – The Sunday Times
“Quite brilliant” – The Literary Review
“Absorbing and entertaining” – The Financial Times
Specificaties
ISBN13:9780273781356
Taal:Engels
Bindwijze:Paperback
Uitgever:Pearson Education
Hoofdrubriek:Persoonlijke effectiviteit, Leiderschap
Serie:Financial Times Series
Inhoudsopgave
<p>Introduction: What is Management? </p> <p> </p> <p>Ch 1 Managing Yourself </p> <p> Taking a Personal Audit</p> <p> Focusing on What You Can Control</p> <p> De-cluttering</p> <p> Taking Care of Yourself</p> <p> Being Effective</p> <p> Finding Your Motivation</p> <p> Knowing Yourself</p> <p> Working with What You’ve Got</p> <p> Combating Performance Anxiety</p> <p> Trusting Your Own Judgement</p> <p> Doing What Feels Right</p> <p> Moving the Flywheel of Success</p> <p> Top 10 Tips for Managing Yourself</p> <p> </p> <p>Ch 2 Managing Others</p> <p> Hiring for Tomorrow</p> <p> Hiring Junior Staff</p> <p> Hiring Other Managers</p> <p> Jagged Resumes, Talent that Whispers and Talent that Shouts</p> <p> Getting Past Stereotype and Charisma</p> <p> Managing Teams</p> <p> Managing Clever People</p> <p> Using Perverse Incentives</p> <p> Motivating People</p> <p> Keeping it Simple</p> <p> Handling Crisis Junkies</p> <p> Learning from Hedge Funds</p> <p> Don’t Compete, Co-operate</p> <p> Dealing with Complainers</p> <p> Managing Social Networks</p> <p> Managing Performance</p> <p> Dismissing Staff</p> <p> Earning Trust</p> <p> Nurturing Creativity</p> <p> Top 10 Tips for Managing People</p> <p> </p> <p>Ch 3 Managing Processes </p> <p> Learning from Toyotas Production System</p> <p> Starting Lean and Staying Lean</p> <p> Death by Powerpoint: Sharing Information</p> <p> Getting the Most Out of Meetings</p> <p> Mastering the Art of Negotiation</p> <p> Fostering Innovation</p> <p> Creating a Networked Environment</p> <p> Top 10 Tips for Managing Processes</p> <p> </p> <p>Ch 4 Managing Numbers</p> <p> Finding Value in What You Know</p> <p> Managing for Value</p> <p> Ignoring the Facts</p> <p> Managing Risk</p> <p> Focusing on Relevance Rather Than Rules</p> <p> Top 10 Tips forManaging Numbers</p> <p> </p> <p>Ch 5 Managing Change</p> <p> Managers vs. Leaders</p> <p> Observing the Unintended Effects of Change</p> <p> Overcoming Resistance</p> <p> Avoiding Common Mistakes</p> <p> Turning Conflict into Creativity</p> <p> Developing a Vision</p> <p> Harnessing the Power of Stories</p> <p> Achieving Cultural Continuity</p> <p> Managing Disruptive Change</p> <p> Top 10 Tips for Managing Change</p> <p> </p> <p>Ch 6 Managing Strategy</p> <p> Understanding Strategy </p> <p> Managing Open Innovation</p> <p> Managing Failure</p> <p> Managing Success</p> <p> Top 10 Tips for Managing Strategy</p> <p> </p> <p><strong>Conclusion</strong></p>
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