So You Want To Be a Manager?
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We deserve managers whose people skills, when it comes to supervising, encouraging and motivating, are more than the ramshackle mixture of exchanges, and much worse, that we often come across. Our whole working life is subject to those who lead and manage our group/team/company; so what are the approaches you, as a manager, and they, as our supervisors or senior leadership teams, should be taking? 'So You Want To Be a Manager?' provides a collection of informative, expert opinions and study conclusions, along with real-life examples of the good and the bad approaches to people management. The ...
We deserve managers whose people skills, when it comes to supervising, encouraging and motivating, are more than the ramshackle mixture of exchanges, and much worse, that we often come across. Our whole working life is subject to those who lead and manage our group/team/company; so what are the approaches you, as a manager, and they, as our supervisors or senior leadership teams, should be taking? 'So You Want To Be a Manager?' provides a collection of informative, expert opinions and study conclusions, along with real-life examples of the good and the bad approaches to people management. The easy to read chapters focus on different aspects and approaches with which all people managers should imbue themselves. As employees, at whatever level in the organisation, we all deserve to be treated appropriately. It is ultimately the responsibility of the organisation to appoint the right people and check on their management behaviour, but there appears to be a 'gap between what is formally required in HR policy and what is actually delivered by [front-line managers]' (John Purcell and Sue Hutchinson of University of Bath, as reported by Eleanor Whitehouse, in People Management)
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