Management from A to Z and back again

Bob Thomson is a Professor at Warwick Business School. He has many years of experience working in leadership and management development in the energy industry and in higher education. He is accredited as a coach and supervisor by the European Mentoring and Coaching Council, and is a qualified and experienced mediator. He has written eight previous books on coaching, managing people, and learning from experience. He is the editor of Critical Publishing’s Business in Mind series of books on mental well-being in the workplace.

This book shows how coaching skills and knowledge of psychological theories can support self-awareness and considers why and what we do as managers that can impact our own and others relationships, communication and performance. It has a plethora of ideas, tools, and models to support people development. This is an excellent format to dip in and out of. A practical resource that is interesting, informative and contains great tips and pointers to drive one’s own management performance and develop as a future leader. Bob brings together a huge range of theory in a practical and useful format. It’s playful style (eg; chapter 27 – Zookeeping) is accessible and will encourage readers (including myself) to have this book handy to support development questions of self and others. It will enhance port ‘Reflection, Review and Refocus’ of relationships and communication for continuous growth in challenging and successful times. It is an easy enjoyable read as always from Bob that I recommend to others to include it on your bookshelf to embed into your own learning and when developing others.Bob has been a key figure in my own learning and development as a Manager, Coach, Coaching Supervision, Leader and Co-founder of my business. This book is useful and insightful as all his books and so easy to utilise. Enjoy your growth and that of others around you with the support of Bob’s book.Linda Butler – Director/Co-founder C4C Ltd

• Introduction FROM A TO Z … Chapter 1: A Authenticity Chapter 2: B Eric Berne and some ideas from Transactional Analysis Chapter 3: C Coaching and mentoring Chapter 4: D Delegation and micromanagement Chapter 5: E Emotional intelligence Chapter 6: F Fierce conversations Chapter 7: G Growing people Chapter 8: H Ron Heifetz and Adaptive Leadership Chapter 9: I Influencing and power Chapter 10: J Carl Jung and the Myers-Briggs Type Indicator Chapter 11: K John Kotter – Leadership is different from management Chapter 12: L Leading with love Chapter 13: M Managing meetings Chapter 14: N Saying No – managing your time Chapter 15: O Images of organisation Chapter 16: P Performance and development reviews Chapter 17: Q Questioning and playing back Chapter 18: R Management as a relationship Chapter 19: S Servant leadership Chapter 20: T Managing a team Chapter 21: U UN Sustainable Development Goals Chapter 22: V Virtue ethics Chapter 23: W Work-life balance Chapter 24: X Theory X and theory Y Chapter 25: Y Getting to Yes Chapter 26: Z Zoom and hybrid working AND BACK AGAIN … Chapter 27: Z Zookeeping Chapter 28: Y Your purpose and values Chapter 29: X Generation X and Generation Y Chapter 30: W Well-being in the workplace Chapter 31: V Vision and strategy Chapter 32: U Understanding context Chapter 33: T Talent management Chapter 34: S Shadow of the leader Chapter 35: R Romance of leadership and followership Chapter 36: Q Quiet leadership Chapter 37: P Positive psychology Chapter 38: O Organisational culture Chapter 39: N National culture Chapter 40: M Managing change Chapter 41: L Listening Chapter 42: K Creating institutional knowledge Chapter 43: J John Adair’s Action Centred Leadership model Chapter 44: I The inner game Chapter 45: H Humility Chapter 46: G Games people play Chapter 47: F Giving, generating and gathering feedback Chapter 48: E Handling emails Chapter 49: D Decision making Chapter 50: C Confidence Chapter 51: B Business schools Chapter 52: A Assertiveness Index