Better Manager 7th prelims:Better Manager 7th edition

how to delegate 60–63
monitoring performance
62–63
process of 58
what to delegate 60
when to delegate 60
developing people 77–78
difficult people, handling of
92–95
disciplinary interviews 204
dismissing people 204–05
Dixon, M 304
Drucker, P 57–58, 79
Duran, J 36

emotional intelligence
components of 72–73
defined 71
developing 73–74, 75–76
significance of 71–72
expectancy theory 224

false conclusions 297–300
feedback 170
financial rewards 226–27
Follett, M P 284

getting on
assessing competence
84–86
identifying and satisfying
development needs
89–90
knowing what you want
86–87
knowing yourself 82–86
personal development plans
90
personal qualities 83–84,
87–88
self-development 88–89,
91

goals 223

Goleman, D 72

Handy, C 123

how things go wrong

302–07

how to put things right

307–09

impressing your boss

140–41

influencing people 102

involvement and continuous

improvement 34

innovation

organizational

characteristics for 53

requirements for 53–54

interviewing, see selection

interviewing

Kakabadse, A 254

key performance indicators

250

Kanter, R M 181

Koestler, A 47

lateral thinking 46

law of the situation 284

leadership

behaviours 124–25

checklist 125–26, 185–86

defined 121

impact of the situation

122–23

qualities 123–24

requirements 124

roles of the leader

121–22

styles 122

listening skills 21–22

logical thinking 293

Index 339