Be a Great Manager – Now!

Audrey Tang runs her own Training consultancy, CLICK designing and delivering interactive training programmes which centre upon experiential learning to develop Business and Leadership Skills. Prior to that she worked for the UK National Health Service (NHS) as a Learning and Development Facilitator and Coach where she designed and delivered Corporate training programmes to over 4000 staff across the Trust ranging from mandatory training, to NVQs and the Management Programme.She is also a member of British Actor's Equity and currently hosts her own radio show "LifestyleMK" on Secklow Sounds, as well as appearing as a regular guest expert on The Chrissy B Show on MyChannel Sky203

• About the authorPublisher's acknowledgmentsForeword 1. THINK LIKE A MANAGERSpeed Read1.1 The transit from 'involvement' to 'co-ordination'1.2 Know your job 1.3 Ask, don’t assume (1) 1.4 The (un)social network 1.5 Managing change 1.6 Old vision, new perspective 1.7 Get proactiveBig Picture1.1 The transit from 'involvement' to 'co-ordination'1.2 Know your job 1.3 Ask, don’t assume (1) 1.4 The (un)social network 1.5 Managing change 1.6 Old vision, new perspective 1.7 Get proactive2. MAKING TEAMS WORKSpeed Read2.1 Know what a team is 2.2 Know your team2.3 Right person right task2.4 Dealing with disputes and problems 2.5 Challenging perceived favouritism or discrimination 2.6 360° feedback for all 2.7 There is a 'me' in teamBig Picture2.1 Know what a team is 2.2 Know your team2.3 Right person right task2.4 Dealing with disputes and problems 2.5 Challenging perceived favouritism or discrimination 2.6 360° feedback for all 2.7 There is a 'me' in team3. DEVELOPING STAFFSpeed Read3.1 Best invest in your staff 3.2 Coaching as a management tool 3.3 Making appraisals work 3.4 Making the TNA meaningful 3.5 Training your team 3.6 The benefits of secondments 3.7 Ask, don’t assume (2)Big Picture3.1 Best invest in your staff 3.2 Coaching as a management tool 3.3 Making appraisals work 3.4 Making the TNA meaningful 3.5 Training your team 3.6 The benefits of secondments 3.7 Ask, don’t assume (2)4. MOTIVATING STAFFSpeed Read4.1 Be aware that not everyone will care as much as you4.2 Extrinsic motivation (theories and practice) 4.3 Intrinsic motivation (theories and practice) 4.4 What do you believe about your team? 4.5 The truth behind team building 4.6 Emotional labour 4.7 Making meetings motivationalBig Picture4.1 Be aware that not everyone will care as much as you4.2 Extrinsic motivation (theories and practice) 4.3 Intrinsic motivation (theories and practice) 4.4 What do you believe about your team? 4.5 The truth behind team building 4.6 Emotional labour 4.7 Making meetings motivational5.DELEGATIONSpeed Read5.1 Make sure the task is one you CAN delegate 5.2 Choose the right person to delegate to 5.3 Communicate the task effectively5.4 Allow appropriate time 5.5 Offer appropriate support 5.6 Let the task get done (don’t micro-manage) 5.7 Delegation as a development tool (praise and appraise)Big Picture5.1 Make sure the task is one you CAN delegate 5.2 Choose the right person to delegate to 5.3 Communicate the task effectively5.4 Allow appropriate time 5.5 Offer appropriate support 5.6 Let the task get done (don’t micro-manage) 5.7 Delegation as a development tool (praise and appraise)6. TROUBLESHOOTING