Better Manager 7th prelims:Better Manager 7th edition

making things happen
132–36
management
aims 3
defined 2–3
fragmented nature of
7–8
process 5–6
management consultants, use
of 314–15
management development
78–80
management by exception
44–45
management and leadership
distinction between 7
purpose of 3–5
Management Standards
Centre 3–4
managerial effectiveness
11–13
managerial qualities 10–11
managerial roles 6
managerial work 7
managers, what they do
8–10
managing your boss 137–41
Maslow, A 229
McClelland, D 72, 133
McGregor, D 79
meetings
being a member of a
meeting 219–20
chairing meetings 218–19
dos and don’ts of meetings
217
making meetings work
217
what’s right with meetings
216–17
what’s wrong with them
216

motivation

achieving high levels of

229–30

approaches to motivation

225–26

basic concepts 223–24

defined 221

extrinsic motivation

222–23

implications of motivation

theory 224–25

intrinsic motivation

222–23

types of 222–23

Murphy’s law 307

needs 223

negative behaviour, handling

of 95–99

negotiating

business negotiations 232

defined 231

process of 233–36

tactics 236–43

trade union negotiations

232–33

networking 244–45

neuro-linguistic programming

74–75

nominal group technique

38

non-financial rewards

227–29

objective setting

defining objectives

249–52

key performance indicators

250

good objectives 248–49

performance standards

250–52

340 Index