Management Mastery and Practice Series : Everything You Ever Wanted to Know about Managing People but Were Afraid to Ask / Sunny Stout-Rostron and Michael Taylor ; with contributing author Ingra Du Buisson-Narsai.

Format:

Book

Author/Creator:

Rostron, Sunny Stout, author.

Taylor, Michael, author.

Contributor:

Du Buisson-Narsai, Ingra, contributor.

Language:

English

Subjects (All):

Industrial management.

Physical Description:

1 online resource (244 pages)

Edition:

First edition.

Place of Publication:

Randburg, Republic of South Africa : KR Publishing, [2022]

Summary:

Management Mastery and Practice Series is suited to a range of managers. You might be a newly promoted manager or about to step into a greater managerial role with increased responsibilities. Or perhaps you have been in a management position for some years' time but have had no formal management training, or you are an executive leader but have simply forgotten some of the basics of leading and managing yourself and others. Whichever length of time you have been managing, this series is to help you deal with people management including cultural diversity issues, systemic issues within the organization in which you work, and to develop effective communication and coaching skills, the ability to manage conflict, difficult situations, company politics and career development.The authors look at how to motivate staff and teams, understand motivation and demotivation, manage stress, build better performance with effective communications and well-run meetings, build great teams, and prepare leaders for the future. Each book includes theory, research, case studies, practical exercises, and tips on how to handle challenges - avoiding the pitfalls that can cause managers to fail. Your effectiveness as a leader-manager depends on what support you can expect from your staff, direct reports, and team members. This series will help you to build your skills and competence, developing your own unique signature as a leader and a manager.Being a leader-manager requires both skills of management and leadership. Everything you ever wanted to know about managing people but were afraid to ask covers essential aspects of both. Identifying and solving your most challenging people problems quickly and motivating your people to perform at their highest potential. Understanding when to lead and when to manage, taking a deeper dive into self-awareness and self-management, delegating to develop your team, broadening your range of communication skills in order to inspire and motivate people and managing difficult people and situations. However, the most important competence that is essential for stepping into being a leader-manager is that of self-awareness, conscious observation and understanding yourself at a deeper level to lead and manage people. It is critically important that you understand and know how your teams 'experience' you - because this is the path towards identifying what change is needed in terms of your own assumptions about yourself and others, and understanding your own thinking, feeling and behaviour at a deeper level. In this book there are clear guidelines, cases studies, practical exercises, and self-assessments to move you into greater competence as a leader-manager.

Contents:

Cover

Title Page

Endorsements

Dedication

Copyright Page

Full Title Page

Management Mastery and Practice Series - Context

Table of contents

List of tables

List of figures

List of activities

Series author biographies

Preface

Part One - Making the change to becoming a leader-manager

Chapter 1: Challenges to leading and managing in a hybrid environment

Introduction

Agility and adaptability

How to resolve these challenges

Coaching and mentoring

What we need to succeed

Conclusion

Chapter 2: Becoming a leader-manager

Becoming a leader-manager

The history of management

Management theory

Chapter 3: What is your managerial style?

Blake and Mouton's Managerial Grid

Chapter 4: How does leadership differ from management?

Management competences

Time and self-management

The Management Wheel - measuring time in your

How is leadership different from management?

The dimensions of leadership

Seven decades of leadership development

The six intelligences of leadership

Part Two - Managing self and others

Chapter 5: Managing self: Emotionally intelligentleadership styles and mindfulness

Emotional intelligence

Understanding the importance of EQ

Core self-evaluation

Leadership styles

How are you and your team creating emotional and mental agility?

States of being and mindfulness

Chapter 6: Managing self: A neuroscience lens into leader-manager behaviour by Ingra Du Buisson-Narsai

Background

Why understanding the brain is helpful for leader-managers

The nature of the human brain

The predictive brain

Your brain is a network

The current reality of our world at work

Towards neurally-aware leader-manager behaviour

Conclusion.

Chapter 7: Managing others: Creating a thinking environment and transforming meetings

Leader-manager as coach and thought partner

Kline's Thinking Environment - Thinking Pairs and Transforming Meetings

Giving catalytic attention - in Thinking Pairs

The Ten Components

The Thinking Environment meetings process

Part Three - Managing people

Chapter 8: Managing people: Motivation

The importance of values and motivation

Intrinsic and extrinsic motivation

Motivation theory and practice

Five major theories on motivation

Key motivating questions for you as leader-manager and your team

Working with intrinsic and extrinsic motivation

Chapter 9: Managing people: Coaching, mentoring and goal setting

Mentoring: a domain-specific expertise

The business coaching process

Setting SMART objectives

Working with the GROW Model

GROW Model coaching session

Chapter 10: Managing people: Delegation

First steps - hiring the right people

Delegation is developing your team

Part Four - Becoming a skilled communicator

Chapter 11: Managing difficult people and situations

Improving the effectiveness of your communication skills

What is the difference between personality and behaviour?

What do difficult people do?

Changing behaviour

Chapter 12: Assertive communication skills to negotiate behaviour change

What is assertiveness?

Blocks to communication

Five key assertiveness techniques

Part Five - Next-level leadership

Chapter 13: Understanding next-level leadership

The volatile environment and its impact on leaders

Acquiring the mind-set of a next-level leader

The career progression ladder

The journey to next-level leadership

Chapter 14: Conclusion.

Bibliography

Endnotes

Index.

Notes:

Includes bibliographical references and index.

Description based on publisher supplied metadata and other sources.

Description based on print version record.

Other Format:

Print version: Stout-Rostron, Sunny Management Mastery and Practice Series

ISBN:

9781869229450

1869229452

OCLC:

1330935603