1 online resource (x, 174 pages) : From Michael Armstrong, HR expert and best-selling author, comes this new edition of the business staple, How to Manage People. Providing valuable insight into the functions and skills required to be an effective manager - from how to manage teams to successful recruitment - it will help you get the best from your staff through motivation, reward and leadership. With three brand new chapters on managing virtual teams, enhancing employee engagement and managing conflict, it is full of easily applicable advice as well as practical tools and checklists. Essential reading for anyone who wants to Includes bibliographical references and index Introduction; 1 what managers do; managerial effectiveness; the competent manager; 2 management skills; exercising authority; making things happen; prioritizing; exercising control; problem solving; on being decisive; 3 leadership; the meaning of leadership; what leaders do; leadership style; types of leaders; the reality of leadership; what makes a good leader?; effective leadership; assessing leadership skills; leadership checklists; 4 motivating people; motivation defined; the process of motivation; types of motivation; motivation theories; the key messages of motivation theory Approaches to motivation5 enhancing engagement; drivers of engagement; what managers can do; 6 organizing people; the process of organizing; aim; organizational guidelines; developing role profiles; post-bureaucratic organizations; virtual organizations; 7 team building; what is a team?; what are the factors that contribute to team effectiveness?; how should team performance be assessed?; how should team performance reviews be conducted?; what needs to be done to achieve good teamwork; 8 delegating; what is delegation?; what are the advantages of delegation? What are the difficulties of delegation?approaches to delegation; how good a delegator are you?; 9 selection interviewing; the nature of a selection interview; the content of an interview; preparing for the interview; planning the interview; interviewing techniques; assessing the data; 10 managing performance; the process of managing performance; performance planning; the continuing process of managing performance; formal review meetings; conducting a performance review meeting; 11 helping people to learn and develop; conditions for effective learning How you can promote learning and development12 rewarding people; reward systems; approaches to rewarding people; fixing grades and rates of pay; reviewing pay; managing without a reward system; 13 managing change; the change process; resistance to change; 14 managing conflict; handling intergroup conflict; handling interpersonal conflict; 15 handling people problems; disciplinary issues; handling negative behaviour; dealing with under-performers; dealing with absenteeism; handling poor timekeeping; 16 managing oneself; knowing yourself; analysis of achievements, skills and knowledge Self-development17 managing other people; gaining respect; persuading people; performing well in meetings; political behaviour; references; index Print version record