Managing Yourself and Your Staff

The Capable Manager — Book 1

The Open University

Publisher: The Open University, 1996

ISBN: 0-7492-4912-9

Keywords: Open University Business School

Last modified: July 31, 2021, 12:58 a.m.
  • Session 1 The Effective Manager
    • Introduction
    • 1.1 The Nature of Your Job
    • 1.2 You from Fayol’s Point of View
    • 1.3 You from Mintzberg’s Point of View
    • 1.4 Demands, Constraints and choices
      • What Demands Does Your Job Make On You?
      • What Constraints are Placed on You?
      • What Choices are Open to You?
    • Summary and Objectives
  • Session 2 Managing Yourself
    • Introduction
    • 2.1 The Player-Manager Syndrome
    • 2.2 Managing Your Time
      1. Procrastinating
      2. Delegating Inefficiently
      3. Mismanaging the Paperwork
      4. Holding Unnecessary Meetings
      5. Failing to Set Priorities
      6. Setting Goals
      7. Satisfactory Performance
    • 2.3 Delegating Effectively
        1. Quality of the Result
        2. The Ability of the Individual
        3. Your Relationship
        4. Time
      • Control over the Work Delegated
        1. Definition of Task
        2. Degree of Discretion
        3. Form of Control
    • 2.4 Making Decisions
      • A Structured Approach
        • Intelligence
        • Design
        • Choice
      • Diagrammatic Aids to Decision Making
        • Lists
        • A Two-Dimensional List
        • Tree Diagrams
        • Cause-and-Effect Diagrams
      • Deciding When to Consult
    • 2.5 Thinking About Stress
    • Summary and Objectives
  • Session 3 Developing Your Staff
    • Introduction
    • 3.1 The Importance of Staff Development
      • The Benefits of Staff Development
      • An Equal Opportunities Perspective
    • 3.2 Your Role in Developing Others
    • 3.3 Recognising Development Needs
      • Anticipating Changes
      • Training Needs Analysis
      • Development is not Always the Answer
    • 3.4 Providing Development Opportunities
      • Induction
      • Coaching and Being a Mentor
      • ‘Sitting Next to Nellie’
      • Other Modes of Staff Development
    • 3.5 Pitfalls and Dilemmas
    • Summary and Objectives
  • Session 4 Getting the Best Out of Groups
    • Introduction
    • 4.1 Groups
      • Group Effectiveness
    • 4.2 Group Effectiveness — Contextual Factors
      • Group Size
      • Group Composition
      • The Nature of the Task
      • Resources and Support
      • External Recognition
    • 4.3 Group Effectiveness — Internal factors
      • Leadership Style
      • The Task and the Social Process
      • Interaction Patterns
      • Motivation
      • Group Development
    • 4.4 Improving Performance
      • Round Robin
      • Brainstorming
      • Buzz Groups
      • Some Common Problems in Groups
        • Hidden Agendas
        • Group Anxiety
        • Groupthink
    • 4.5 Teams and Team Roles
      • Advantages and Disadvantages of Team Working
      • Establishing a Clear Goal
      • Team Roles
    • Summary and Objectives
  • Answers to SAQs
  • References
  • Acknowledgements

Reviews

Managing Yourself and Your Staff

Reviewed by Roland Buresund

Decent ****** (6 out of 10)

Last modified: May 21, 2007, 3:12 a.m.

MBA material, what do you expect?

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