The Skills of Management

by Rees, W. David

• ISBN13: 9781861525505
• ISBN10: 1861525508
• Edition: 5th
• Format: Paperback
• Copyright: 2001-05-10
• Publisher: Cengage Learning EMEA Higher Education

Summary

Skills of Management is a theory-based but practical approach to general management and managing people in the workplace. The text covers the range of core management expertise that is essential to anyone studying management. It covers strategic issues such as defining the managerà ;'s job, defining managerial objectives and priorities and investigating the organizational context within which managers operate, as well as issues surrounding managerial style, delegation, communication and chairing skills. Written in an accessible and entertaining style, this is an ideal introduction to the practicalities of management for any business student. The new edition has been thoroughly rewritten, in a more textbook style and with more consideration of the cultural aspects of management. It is also supported by a comprehensive website with resources for both students and lecturers.

Table of Contents

List of Figures	xix
Preface to the 5th Edition	xxi
Acknowledgements	xxiii
Introduction	xxv
How to use the book	xxviii
Managers and Their Background	1	(20)
Learning Outcomes	1	(1)
Introduction	1	(1)
The Nature of Management	2	(1)
The managerial cycle	2	(1)
Management in Practice	3	(1)
How People Become Managers	3	(2)
Relationship with organisational structure	3	(1)
The managerial escalator	4	(1)
The Conflict Between Specialist and Managerial Activity	5	(1)
Nature of the problem	5	(1)
Job titles	6	(1)
Specialist Career Structures and Their Limitations	6	(3)
The general problem	6	(1)
Managerial responsibilities of the hybrid	6	(1)
Employee pressures	7	(1)
Experience in the area of information technology	8	(1)
Administrative support	8	(1)
Reasons for People Opting Out of Managerial Responsibilities	9	(6)
Failure to identify the managerial element in a job	9	(1)
Rewards	10	(1)
Work preferences	10	(1)
Personality factors	11	(2)
Pressure from subordinates	13	(1)
Experience in developing countries	13	(1)
General consequences of opting-out	14	(1)
Remedial Strategies	15	(3)
Role definition	15	(1)
Managerial selection	15	(2)
Training and development of managers	17	(1)
Monitoring	17	(1)
Summary	18	(1)
Self-Assessment Questions	19	(1)
References	19	(2)
Identifying the Manager's Job	21	(25)
Learning Outcomes	21	(1)
Introduction	21	(1)
Activity vs Effectiveness	22	(1)
Proactive vs reactive managers	22	(1)
What is work?	22	(1)
Efficiency and effectiveness	23	(1)
The Identification of the Manager's Job	23	(4)
Short-term pressures and long-term needs	24	(1)
The identification of objectives	25	(2)
Role Set Analysis	27	(8)
Potential advantages	28	(1)
Explanation of the technique	28	(2)
Reasons for poor time allocation	30	(1)
Job structure	31	(1)
Individual priorities	31	(2)
Organisational priorities	33	(1)
Information and evaluation	33	(1)
Stress management	34	(1)
Individual interpretation and application	34	(1)
Time Management	35	(5)
Identifying priorities	35	(1)
Sequencing work	36	(1)
Critical path analysis	37	(1)
Fatigue	38	(1)
Research evidence	39	(1)
Social needs	40	(1)
Saving other people's time	40	(1)
Strategic Planning	40	(4)
Need for planning	40	(1)
Planning mechanisms	41	(1)
Factors to consider	42	(1)
Realistic goals	43	(1)
Quantifiable vs intangible factors	43	(1)
Summary	44	(1)
Self-Assessment Questions	45	(1)
References	45	(1)
The Manager and the Organisation	46	(34)
Learning Outcomes	46	(1)
Introduction	46	(1)
Theories of Organisation	47	(7)
Scientific and classical management schools	47	(1)
Human relations school	47	(1)
Systems theory	48	(1)
Mechanistic and organic structures	48	(2)
Matrix structures	50	(1)
Handy's classification	50	(1)
The work of Peters and Waterman	50	(2)
The flexible organisation	52	(1)
Review of theories	53	(1)
Factors that Determine Organisation Structure	54	(9)
Technology	54	(1)
Information technology	55	(5)
Size	60	(1)
Intellectual capital	60	(1)
Identifying the critical function	61	(1)
National culture	61	(2)
The Interrelationship of Organisational Activity	63	(3)
Departmentalism	63	(2)
The knock-on effect of decisions	65	(1)
Remedial strategies	65	(1)
Role Behaviour	66	(2)
Personality vs role behaviour	66	(1)
Reducing conflict	67	(1)
Quality Management	68	(4)
Quality circles	68	(1)
Total Quality Management	69	(3)
General Developments in the Private and Public Sectors	72	(3)
The private sector	72	(1)
The changing shape of the public sector	73	(1)
Comparisons with the private sector	74	(1)
Summary	75	(1)
Self-Assessment Questions	76	(1)
References	77	(2)
Appendix to Chapter 3	79	(1)
Managerial Style	80	(25)
Learning Outcomes	80	(1)
Introduction	80	(1)
Trends In Managerial Style	81	(3)
The concept of managerial style	81	(1)
The authority of the manager	81	(1)
Organisational developments	81	(1)
Legal constraints	82	(1)
Social developments	82	(1)
Sapiential authority	82	(1)
Power and influence	82	(1)
Lateral relationships	83	(1)
Managers as facilitators	83	(1)
Options in Managerial Style	84	(6)
Trait theories	85	(1)
McGregor's theories X and Y	85	(1)
Tannenbaum and Schmidt's continuum of leadership styles	86	(1)
Blake and Mouton's managerial grid	86	(1)
Contingency theories	86	(1)
Belbin's management team mix	87	(3)
Unitary and pluralistic frames of reference	90	(1)
Organisational Factors	90	(2)
Nature of the work	90	(1)
Organisational values	91	(1)
Style of the boss	91	(1)
The Impact of National Culture	92	(5)
Key variables	93	(1)
Hofstede's model	93	(2)
Local culture	95	(1)
Managing diversity	95	(1)
Working abroad	96	(1)
National culture and ethics	97	(1)
Assertiveness	97	(3)
Aggressive, non-assertive and assertive behaviour	98	(1)
The skills of behaving assertively	99	(1)
Evaluation of Managerial Style	100	(1)
Assessment Exercise	100	(1)
Summary	101	(1)
Self-Assessment Questions	102	(1)
References	102	(2)
Appendix to Chapter 4	104	(1)
Delegation	105	(17)
Learning Outcomes	105	(1)
Introduction	105	(1)
The Nature of Delegation	106	(2)
Definition	106	(1)
Accountability	106	(1)
Accountability in the Public Sector	106	(2)
The Need for Delegation	108	(3)
Effective use of time	108	(1)
Effective use of subordinates	109	(1)
Development of subordinates	110	(1)
The Skills of Delegation	111	(5)
Discretionary authority	111	(1)
Prioritisation	112	(1)
Routing of work	112	(1)
Control mechanisms	113	(1)
Control of professionally qualified staff	113	(1)
Use of deputies	114	(1)
Training	115	(1)
Obstacles to Effective Delegation	116	(2)
Time	116	(1)
Lack of training	116	(1)
Factors outside the manager's control	116	(1)
Managerial insecurity	117	(1)
The indispensable employee	117	(1)
Empowerment	118	(2)
Background	118	(1)
Definition	118	(1)
Empowerment in practice	119	(1)
Key questions	119	(1)
Summary	120	(1)
Self-Assessment Questions	120	(1)
References	121	(1)
Motivation	122	(21)
Learning Outcomes	122	(1)
Introduction	122	(1)
Work Performance	123	(3)
Diagnosis of reasons for poor performance	123	(1)
Assumptions about why people work	124	(2)
Theories of Motivation	126	(5)
Maslow	126	(1)
Herzberg	127	(2)
Expectancy theories	129	(1)
Socio-technical systems theory	130	(1)
Impact of national culture	131	(1)
Job Design	131	(6)
Ergonomics	132	(1)
Marketing of jobs	132	(1)
Basic job structure	133	(1)
Job distortion	134	(1)
Job enlargement, job rotation and job enrichment	135	(1)
Selection, training and pay	136	(1)
Vulnerability and Stress	137	(3)
Corporate involvement and corporate loyalty	137	(2)
Stress	139	(1)
Summary	140	(1)
Self-Assessment Questions	141	(1)
References	141	(2)
Payment Systems	143	(18)
Learning Outcomes	143	(1)
Introduction	143	(1)
Financial Incentives	144	(5)
Diagnosis of need	144	(1)
Appropriate conditions	145	(1)
Long-term effects	145	(2)
Group schemes	147	(1)
Profit sharing	148	(1)
Job Evaluation	149	(10)
Pay structures	149	(1)
Purposes of job evaluation	149	(1)
Types of schemes	150	(2)
Choice of scheme	152	(2)
Implementation and operation	154	(2)
Equal value	156	(2)
Pressures for change	158	(1)
Summary	159	(1)
Self-Assessment Questions	160	(1)
References	160	(1)
Communication	161	(32)
Learning Outcomes	161	(1)
Introduction	161	(1)
The Importance of Communication	162	(1)
Obstacles to Effective Communication	163	(8)
Time	164	(1)
Language	164	(1)
Listening problems	164	(1)
Lack of feedback	165	(2)
Bogus feedback	167	(1)
Resistance to criticism	168	(1)
Selective perception and bias	169	(2)
Gender differences	171	(1)
Skills of Effective Oral Communication	171	(4)
Coaxing information	171	(1)
Active listening	172	(1)
Scene setting	172	(1)
Choice of language	173	(1)
Body language general	174	(1)
Oral Presentation Skills	175	(2)
Limitations of downward communication	175	(1)
Specific skills	176	(1)
Written Communication	177	(3)
Use of language	177	(1)
Forms	178	(1)
Internal memos	178	(1)
Help-lines	179	(1)
House magazines	179	(1)
Organisational Structure	180	(2)
Options in organisational design	180	(1)
Operational problems	181	(1)
National Culture	182	(3)
The work of Hofstede	182	(1)
High and low context cultures	183	(1)
Level of feedback	183	(1)
Building and maintaining relationships	183	(1)
Body language - cultural	184	(1)
Electronic Communication	185	(3)
The nature of developments	186	(1)
Dangers	187	(1)
Media Communication	188	(3)
Speed of reporting	189	(1)
Evaluation of data	189	(1)
Media presentational skills	190	(1)
Summary	191	(1)
Self-Assessment Questions	191	(1)
References	192	(1)
Selection	193	(29)
Learning Outcomes	193	(1)
Introduction	193	(1)
Defining the Job	194	(3)
Short-term and long-term needs	195	(2)
Selection Criteria	197	(6)
Person specification	197	(1)
Job competencies	198	(1)
Other issues	199	(3)
Follow-up and evaluation of the selection process	202	(1)
The Collection of Information About Candidates	203	(4)
References and testimonials	203	(1)
Accuracy of information	204	(1)
Internal candidates	204	(1)
Immigration requirements	204	(1)
Criminal records	205	(1)
Assessment centres	205	(1)
Psychometric tests	206	(1)
Data protection and subject access	206	(1)
The Selection Interview	207	(4)
Planning	207	(1)
Interviewing skills	208	(2)
Common problems	210	(1)
Selection Panels	211	(2)
Reasons for panels	211	(1)
The concept of the level playing field	211	(1)
Potential problems	212	(1)
The role of panel chair	213	(1)
Equal Opportunities	213	(3)
General framework	213	(1)
Sex and race discrimination	214	(1)
Disability discrimination	215	(1)
Discrimination on the basis of trade union membership	215	(1)
Ageism	216	(1)
Other discrimination	216	(1)
Being Interviewed	216	(2)
Potential bargaining issues	216	(1)
Analysis of the process	217	(1)
Presentation	217	(1)
Lessons for next time	218	(1)
Summary	218	(1)
Self-Assessment Questions	219	(1)
References	220	(1)
Appendix to Chapter 9	221	(1)
Appraisal	222	(21)
Learning Outcomes	222	(1)
Introduction	222	(1)
Objectives	223	(1)
Potential Problems with Formal Schemes	223	(5)
The failure rate of schemes	223	(1)
Unclear or conflicting objectives	224	(1)
Over optimism	224	(1)
Conflict	225	(1)
Confrontation	225	(1)
Lack of ongoing dialogue	226	(1)
Illegal discrimination	226	(1)
National variations	227	(1)
Linking performance and pay	227	(1)
Strategies for Effective Handling	228	(6)
Establishing the rationale of a scheme	228	(1)
The use of competencies	228	(1)
Rating and recording	229	(1)
Appraisal interview preparation	230	(1)
Feedback	231	(1)
Self appraisal	232	(1)
Informal guidance	233	(1)
Peer audit	233	(1)
360-degree appraisal	233	(1)
Specific Types of Appraisal	234	(1)
Upgradings	234	(1)
Probation	235	(1)
Review of duties	235	(1)
Performance Management	235	(5)
Setting objectives	236	(1)
Identifying and developing key competencies	237	(1)
Performance-related pay	238	(2)
Summary	240	(1)
Self-Assessment Questions	241	(1)
References	241	(2)
Training	243	(24)
Learning Outcomes	243	(1)
Introduction	243	(1)
Identification of Training Needs	244	(3)
Importance of training	244	(1)
Methodology of identifying training needs	245	(2)
Meeting Training Needs	247	(6)
Resource options	247	(1)
The manager as coach	247	(1)
Formal training	248	(1)
Ways of learning	249	(2)
Technological developments	251	(1)
The effectiveness of training departments	252	(1)
The responsibility of the individual	253	(1)
Recent Developments	253	(5)
The learning organisation	253	(1)
Continuous development	254	(1)
National Vocational Qualifications and related developments	255	(3)
Learning and Skills Councils	258	(1)
Investors in People	258	(1)
Management Training and Development	258	(5)
The need for effectiveness	258	(1)
Obstacles to effective management training and development	258	(2)
Action learning	260	(1)
Recent developments	260	(3)
Other strategic issues	263	(1)
Evaluation and Follow-Up	263	(2)
Retention of trained staff	264	(1)
Summary	265	(1)
Self-Assessment Questions	265	(1)
References	266	(1)
Counselling	267	(13)
Learning Outcomes	267	(1)
Introduction	267	(1)
The Nature of and Need for Counselling	268	(1)
The nature of counselling	268	(1)
The need for workplace counselling	268	(1)
Specific Skills	269	(4)
Choice of counsellor	269	(1)
Stages in the process	269	(1)
Identification of the problem	270	(1)
Active listening	270	(1)
Level of direction	271	(1)
Confidentiality	272	(1)
Grievance Handling	273	(3)
Rights of those raising grievances	273	(1)
Levels for handling grievances	274	(1)
The fallibility of grievance procedures	274	(1)
Skills in grievance handling	275	(1)
The role of counselling in grievance handling	275	(1)
Counselling in Disciplinary Situations	276	(1)
Summary	277	(1)
Self-Assessment Questions	278	(1)
References	278	(1)
Appendix to Chapter 12	279	(1)
Disciplinary Handling and Dismissal	280	(34)
Learning Outcomes	280	(1)
Introduction	280	(1)
The Objectives of Discipline	281	(2)
Key objectives	281	(1)
Evaluation of disciplinary effectiveness	281	(1)
Circumstances when disciplinary action may be appropriate	282	(1)
Determination of standards	282	(1)
The Law Relating to Dismissals	283	(13)
General framework	283	(1)
Exclusions	284	(1)
Constructive dismissal	285	(1)
Capacity	285	(1)
Conduct	286	(1)
Redundancy	287	(1)
Remedies for unfair dismissal	288	(2)
Other implications of dismissal proceedings	290	(1)
Employment tribunals	291	(2)
The need for effective procedures	293	(1)
The relationship between dismissal and criminal law	294	(2)
The Responsibility of the Individual Manager	296	(3)
The disciplinary pyramid	296	(2)
The role of the personnel department	298	(1)
The impact of other management activities	299	(1)
Disciplinary Procedures and Procedural Skills	299	(8)
Disciplinary hearings	299	(1)
Suspension	300	(1)
The role of the chair	300	(2)
Presenting officer	302	(1)
The role of the representative	303	(1)
Communicating the result	304	(1)
Appeals	305	(1)
Compromise agreements	305	(1)
The arbitration option	306	(1)
Summary	307	(1)
Self-Assessment Questions	308	(1)
References	308	(2)
Appendix 1 to Chapter 13	310	(1)
Appendix 2 to Chapter 13	311	(1)
Appendix 3 to Chapter 13	312	(2)
The Manager and Employee Relations	314	(30)
Learning Outcomes	314	(1)
Introduction	314	(1)
Objectives in Employee Relations	315	(2)
Managerial vs employee objectives	315	(1)
Frames of reference	316	(1)
Employee Relations in the Context of the Organisation	317	(6)
Range of activities	317	(1)
Human resource management	318	(2)
Supervisory control	320	(1)
Employee participation	321	(2)
The Labour Market	323	(4)
Key characteristics	323	(3)
The impact of inward investment	326	(1)
Legal Framework	327	(5)
Background	327	(1)
Union recognition	328	(1)
Minimum pay	328	(1)
Working Time Directive	328	(1)
Part-time Work Directive	329	(1)
Parental Leave Directive	330	(1)
Social Chapter	330	(1)
Health and safety	330	(2)
The Role of Trade Unions	332	(5)
Membership pattern	332	(1)
Recognition	333	(1)
Industrial action	333	(1)
Changes in role	334	(1)
Collective agreements	334	(3)
Diagnostic Skills	337	(3)
Recognising conflicts of interest	337	(1)
The integration of employee relations with other management activities	338	(2)
The Manager as a Trade Union Member	340	(2)
Reasons for joining	340	(1)
Choice of union	341	(1)
Conflicts of interest	341	(1)
Summary	342	(1)
Self-Assessment Questions	342	(1)
References	343	(1)
Negotiating Skills	344	(24)
Learning Outcomes	344	(1)
Introduction	344	(1)
Negotiating Roles and Trends	345	(1)
Roles	345	(1)
Trends	346	(1)
Relevant Theories	346	(2)
Integrative and distributive bargaining	346	(1)
Unitary and pluralistic frames of reference	347	(1)
Conflicts of right and conflicts of interest	347	(1)
The Framework of Negotiations	348	(6)
Procedural and substantive issues	348	(1)
Objectives	348	(1)
Preparation	349	(1)
Internal differences	350	(1)
Role allocations	351	(2)
Specialist representation	353	(1)
Negotiating Processes	354	(9)
Sequence of events	354	(2)
Communication issues	356	(3)
Handling deadlocks	359	(4)
Negotiating Outcomes	363	(2)
Communicating the result	363	(1)
Evaluation	364	(1)
Implementation	364	(1)
Disputes	364	(1)
Variation of agreements	364	(1)
Training	365	(1)
Summary	365	(1)
Self-Assessment Questions	366	(1)
References	367	(1)
Meetings and Chairing	368	(19)
Learning Outcomes	368	(1)
Introduction	368	(1)
The Need for Meetings	369	(1)
Place in organisation structure	369	(1)
The consequences of ineffectiveness	369	(1)
Activities in Meetings	370	(1)
Level of formality	370	(1)
Procedural arrangements	370	(1)
Process control	370	(1)
Substantive content or task	370	(1)
Purposes of meetings	370	(1)
Decision-making	371	(1)
Roles in Meetings	371	(3)
The role of the chair	372	(1)
The role of the secretary	373	(1)
Preparation Before Meetings	374	(2)
The agenda and its management	374	(1)
Who should attend meetings?	375	(1)
Other preparation	375	(1)
Conduct by the Chair During Meetings	376	(6)
The chair as a facilitator	376	(1)
The chair-'s role in resolving conflict	377	(1)
Dangers of over involvement by the chair	378	(1)
Involving members	379	(1)
Other issues	380	(2)
Recording the outcome of meetings	382	(1)
Summary	382	(1)
Self-Assessment Questions	383	(1)
References	383	(1)
Appendix to Chapter 16	384	(3)
Conclusion	387	(3)
Index	390