Management Extra brings all the best management thinking together in one package. The series fuses key ideas with applied activities to help managers examine and improve how they work in practice. Management Extra is an exciting, new approach to management development. The books provide the basis for self-paced learning at level 4/5. The flexible learning structure allows busy participants to study at their own convenience, minimising time away from the job. The programme allows trainers to quickly plan and deliver high quality, business-led courses. Trainers can select materials to meet the needs of their delegates, clients, and budget. Each book is divided into themes of ideal length for delivering in a training session. Each theme has a range of activities for delegates to complete, putting the training into context and relating it to their own situation and business. The books' lively style will stimulate further interest in the subjects covered. Guides for further reading and valuable web references provide a lead-in to further research. Management Extra is based on the NVQ framework to ease the creation of Diploma, Post Graduate Diploma or NVQ programmes for managers. It is accredited with all leading awarding bodies. Authoritative but accessible and lively material New, exciting and flexible approach to management development
Author(s): Elearn
Year: 2005
Language: English
Pages: 96
front cover......Page 1
copyright......Page 5
table of contents......Page 6
List of Activities......Page 8
List of Figures......Page 9
List of Tables......Page 10
Series preface......Page 12
Get results......Page 14
The context for managing results......Page 16
The internal or organisational environment......Page 18
The benefits of results management......Page 20
Feedback......Page 22
Defining the task......Page 23
Unstructured tasks......Page 24
Matching team approaches to the task......Page 25
Feedback......Page 27
More @......Page 28
The importance of motivation......Page 30
Why do people work?......Page 31
Benefits of motivated staff for organisations......Page 33
Needs hierarchy......Page 34
Satisfiers and dissatisfiers......Page 36
Expectancy theory......Page 37
Goal-setting theory......Page 39
Equity theory......Page 40
Feedback......Page 43
Recap......Page 45
More @......Page 46
Can a manager motivate?......Page 47
Intrinsic and extrinsic motivational factors......Page 48
Job design......Page 49
Teamworking......Page 51
Motivational characteristics of high-performing teams......Page 53
Feedback......Page 56
Physical conditions......Page 62
Getting the basics right......Page 64
Differences in working conditions......Page 65
The manager's role......Page 66
Working relationships......Page 69
Motivators at work......Page 71
Feedback......Page 72
Monetary rewards......Page 73
Linking reward to performance......Page 75
Individual versus team rewards......Page 76
Informal rewards......Page 78
Rewards linked to results......Page 80
Feedback......Page 82
Recap......Page 84
More @......Page 85
The grievance process and links to results management......Page 87
Dissatisfaction and complaints......Page 88
Grievance procedures......Page 89
The procedures in operation......Page 90
Harassment and discrimination......Page 91
The importance of taking action......Page 92
Managers and grievances......Page 93
Grievance-handling checklist for managers......Page 94
Feedback......Page 98
About discipline......Page 101
The manager's role......Page 102
Taking disciplinary action......Page 103
Guidelines for dealing with poor performance......Page 104
Dealing with misconduct......Page 105
Essential features of disciplinary procedures......Page 106
Disciplinary interviews......Page 107
Sanctions......Page 109
Feedback......Page 112
Recap......Page 114
More @......Page 115
Balancing needs and achieving results......Page 117
Teams versus individuals......Page 118
Control versus delegation......Page 119
Allocating versus agreeing tasks......Page 121
Team briefings......Page 124
People - a process improvement approach......Page 125
Feedback......Page 128
More @......Page 129
References......Page 130
