Synopses & Reviews
This book is not for HR professionals, but for scientists and engineers, for lawyers and accountants, for nurses and police officers, for technical advisers and school teachers, for social workers, for librarians and actuaries, perhaps even for authors and lecturers -- those who may not see managing people as their main job. Managing to Manage aims to give them the essentials to cope with the core demands of people management when their expertise is in a completely different area of business.
Torrington splits his book into two parts: what it takes to be a great manager and how to become that manager. The first part deals with the main aspects of managing people in an organizational context. The second part has a series of much shorter "How to" guides, to help do specific things that are essential features of work in the first part of the book. He explains the crucial matters that managers need to understand, such as how their particular organization works, how they can use it to produce positive results, how people learn and getting the right people in the right place. Managing to Manage explains the skills needed to make the right decisions for both the people involved and the business itself.
Synopsis
Today's managers often find themselves thrust into HR-type situations presenting both challenge and opportunity, often struggling to make the right decisions for the business and for the people involved.
Managing to Manage provides the essential understanding to cope with the core demands of people management, grounding the advice in clear examples and familiar situations. Split into two parts, the book explains the role of the manager and then demonstrates how to fulfil that role, taking a practical, hands-on approach. It's packed with unique key concepts, which guide the manager through essential skills, while forming a quick reference guide for the rest of their careers.
Managing to Manage is a comprehensive, practical guide tackling all challenges of managing people at work.
Synopsis
Being a manager is about more than being in charge. It requires working with people and building effective relationships to get the most out of employees. Managers need to understand how their particular organization works and how they can use it to produce positive results.
Personnel or Human Resource Management is the role in a business that enables everyone else in the business to be good at managing with people, but today's managers often find themselves thrust into HR-led challenges and decisions with very little training. Managing to Manage is the essential guide to gaining the skills needed to make the right decision for both the people involved and the business itself.
Synopsis
Today's managers often find themselves tackling personnel issues with very little training. Managing to Manage aims to give them the essentials to cope with the core demands of people management when their expertise is in a completely different area of business.
Torrington splits his book into two parts: what it takes to be a great manager and how to become that manager. He explains the crucial matters that managers need to understand, such as how their particular organization works, how they can use it to produce positive results, how people learn and getting the right people in the right place. Ideal for managers and small- and medium-sized business owners, Managing to Manage is a useful guide to gaining the skills needed to make the right decision for both the people involved and the business itself.
Synopsis
PrefaceIntroduction: Managing to Manage
Part One: What managing is all about
01 Being a manager: the role, what you do and how you do it
sSAMp
The management job
02 Being part of a business: you are not alone
The organizational context
The economic context
The political context
The social context
The international context
The bottom line
Entitlement
The manager is not alone
03 How businesses work: strategy, policy, procedures and targets
Strategy
Policy
Procedures
Problems with procedures, and some solutions
Targets, objectives etc
04 Organization structure: the whole thing, your bit of it and you
Organizational fundamentals
Centralization and decentralization
The organization of individual departments
05 Organization: the culture you work in
Corporate culture
Understanding organizational culture
Developing organizational culture
06 Communication: understanding and being understood
The telecommunications analogy
Methods of communication
Meetings
Barriers to communication
07 Selecting team members
The employment contract
Attracting team members
The selection interview
08 Discipline and grievance: sorting things out when they go wrong
What do we mean by discipline?
What do we mean by grievance?
Are discipline and grievance procedures equitable?
09 Training: how people learn and how to teach them
Learning in groups
Leading and other group roles
Coaching and continuous learning
10 Performance: getting the right results from the people you work with
Part Two: How to…
11 How to analyse your management job
12 How to develop your network
Developing a network
Building the network
13 How to organize your department
Checklist for thinking about the organization of a department
14 How to cope with committees
Chairing
Conduct of the meeting itself
The rank and file member of the committee
15 How to make a presentation
Objectives
The material
16 How to write a report
17 How to conduct a disciplinary interview
The nature of disciplinary interviewing
18 How to conduct a selection interview
Preparation
The interview itself
After the interview
19 How to do performance appraisal
The appraisal interview style
The appraisal interview sequence
Preparation
Interview structure
Making appraisal work
Appendix: Key concepts
Index
About the Author
- Clearly targeted at a non-specialist market
- Comprehensive introduction to personnel management - proposes clear understanding of what it takes to be a great manager and provides practical advice on how to become one
- Packed with helpful key concepts that form a quick reference guide that can be dipped into at any time
Table of Contents
Derek Torrington has been a personnel manager in an engineering company and later Dean of Management Studies in a major university as well as Professor of Human Resource Management and currently Emeritus Professor of Management. He is the author of 51 HR and management titles, including the bestselling
Human Resource Management, now in its 8th edition.