Managing for Results, 2/e

Contents:
 

List of figures • List of tables • A note about the Exercises • Foreword to the 2nd edition

Chapter 1 Introduction: Recent trends in management • What do we mean by “results” • The environment in which the CIPD Standard has been developed • The professionalisation of the managerial role • Managing for Results: the schema for this book • Summary

Chapter 2 The role of the manager: Introduction • The traditional concepts of management • A model of management process • The manager's role • Summary

Chapter 3 How do we develop the role of the manager? Introduction • Learning and development • Improving the organisational system for development: differentiating • An evaluation of managerial development initiatives • Managerial effectiveness • Summary

Chapter 4 Communication: how we inter-relate: Introduction • Communication • Influencing techniques • Summary

Chapter 5 Communication: practical applications: Introduction • Making presentations • Report-writing • Managing meetings • Summary

Chapter 6 Working with your manager: Introduction • Responding to expectations • Responding to requirements • objectives and standards • Delivering completed and acceptable work • How to deal with difficult managers • Managing your manager • Conclusions • Summary

Chapter 7 Teamworking: Introduction • Group behaviour • How teams function • Developing work teams • Effective teams: team roles • How to be an effective team leader • Virtual teams • Summary

Chapter 8 The organisational skeleton: structure: Introduction • Definition of terms • How organisations function • Formal and informal organisations • Types of organisation structure • The flexible firm • Organisation design • Job design • How to draw up an organisation chart • How to write a job description • Organisational development • Summary

Chapter 9 Organisational communication: Introduction • The need for organisational communication • Barriers and influencing factors in organisational communication • Overcoming barriers to communication • Communications strategy • Formal written communication systems • Summary

Chapter 10 The living organisation: culture: Introduction • Definition of terms • The significance of culture • Levels of culture • Components of organisational culture • How organisational culture develops • The diversity of culture • Appropriate cultures • Supporting and changing cultures • The impact of national cultural variations • Summary

Chapter 11 Power and politics: Introduction • Authority • Power • Politics • Conflict • Summary

Chapter 12 Managing health and safety at work: Introduction • The importance of health and safety in the workplace • Health and safety policies • Implementing a health and safety policy • Accident prevention • Communicating the need for better health and safety practices • Contradictions • Changing attitudes to health and safety • Occupational health programmes • Summary

Chapter 13 Quality • differentiating for excellence: Introduction • Inspection • Quality control • Quality assurance • Total quality and Total Quality Management • The principles of quality management • Measuring and monitoring quality • Who is responsible for achieving quality? • Involving and empowering employees • Quality standards • Summary

Chapter 14 Continuous improvement: Introduction • The philosophy of continuous improvement • Introducing continuous improvement processes • Organisational learning and the learning organisation • When continuous improvement is most likely to work • Summary

Chapter 15 Enhancing customer relations: Introduction • The basis of customer care • The meaning of customer service • Determinants of service quality • Establishing customer expectations • Analysing present customer care arrangements • Developing customer service standards and measures • Identifying and meeting training needs • Measuring and monitoring customer service levels • Taking corrective action • Summary

Chapter 16 Future directions: managing change:  Introduction • What do we mean by ?change?? • Triggers for change • Change models • Guidelines for change management • Summary

Index

About the Authors:

Gillian Watson is Programme Leader for the MA in International Management at the University of Sunderland. She has management experience at senior level in an international business environment. She has also been Programme Leader for the MSc Human Resource Management and the MSc Human Resource Development programmes. She has conducted management development courses both in the UK and overseas. Her experience also includes being a ClPD National examiner for Employee Development.

Kevin Gallagher is Senior Lecturer in Human Resource Management at the University of Sunderland and has managerial experience in the civil engineering and paper industries, both in the UK and overseas. He has wide experience teaching on ClPD and HRM programmes within Business, Project Management, the NHS and Call Centres. He is a member of the Chartered Management Institute and Higher Education Academy