Managing Yourself and Your Staff

The Capable Manager -- Book 1

The Open University

Publisher: The Open University, 1996

ISBN: 0-7492-4912-9

Synopsis:

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Table of Contents:

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• 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