Table of Contents
Copyright
Table of contents
Preface to the Second Edition
Part I The Practice of Management
1 The Processes of
Management and Leadership
Management
Leadership
Management and leadership compared
Infl uences on management
References
2 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?
References
3 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 signifi cance of followers?
References
Part II Approaches to Management
4 Managing for Results
Planning
Setting objectives and targets
Organizing
Making things happen
References
5 Managing Strategically
Strategy
Strategic management
Developing a shared vision
Developing strategic plans
Strategic capability
References
6 Managing for Performance
High-performance culture
High-performance work systems
Managing individual performance
Managing team performance
References
7 Managing the Business
On being businesslike
Preparing a business plan
Making a business case
Financial budgeting and control
Cost–benefi t analysis
References
8 Management Skills
Communicating
Report writing
Making presentations
Motivating
Coaching
Decision-making
Delegating
Facilitating
Giving feedback
Networking
Problem-solving
References
9 Managing Systems and Processes
Managing systems
Managing processes
Examples of systems and process management
The confl ict and challenges of managing systems and processes
10 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
References
11 Self-development
The process of self-development
Other methods of management development
Self-management strategies
References
Part III Organizations
12 Understanding Organizations
Organizations and organizing
How organizations function
Organization structure
Types of organization
Organizational culture
Organizational processes
Understanding organizational policies
References
13 Designing Organizations
The process of organizing
Aim of organizational design
Conducting organization reviews
Organizational analysis
Organizational diagnosis
Job design
References
14 Organization Development
Organization development defi ned
Organization development strategies
Assumptions and values of organization development
Organization development activities
References
Part IV Delivering Change
15 The Process of Change
Types of change
How change happens
Organizational dynamics – how organizations grow and change
References
16 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 benefi ts of change
Risks of change
Planning the change programme
Requirements for success in managing change
Organizational transformation
Holding the gains
References
Part V Enhancing Customer Relations
17 The Essence of
Customer Relations
Developing a customer-centric culture
Customer relationship management
Customer service
Customer service activities
Elements of customer satisfaction
References
18 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
Defi ning required attitudes, skills, knowledge,
behaviours and competencies
Developing attitudes, skills and behaviours
World-class customer service examples
References
Part VI Enabling Continuous Improvement
19 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
References
20 Quality Management
Quality defi ned
Quality management defi ned
Contribution of the quality gurus
Quality management approaches
Quality standards
Quality management issues
References
Appendix: Alignment of Text with Managing for Results: CIPD Professional Standards
Further Reading
Index
