Business, Finance & Law      Management

So You Want To Be a Manager?

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Book Details
Language
English
Publishers
David Dunbar (1 July 2024)
Weight
0.62 KG
Publication Date
01/07/2024
Pages
472 pages
ISBN-13
9798227880635
Dimensions
15.24 x 2.41 x 22.86 cm
SKU
9798227880635
Author Name
David Dunbar (Author)
David Dunbar MSc (Univ. of Liverpool), MBA (Univ. of Edinburgh)I am interested in management:staff exchanges, staff expectations and how senior staff treat their colleagues.I write from a middle level administrative manager perspective, with experience of three universities, two NHS posts, three short-term school placements, plus significant further relevant HE and NHS management observation and interaction. Senior management teams, whether made up of academics or professional services managers, hold responsibility and, importantly, rely on others for the organisation's products and services outcomes and support. My aim is to showcase a collection of study reports, wise comment and expertise and compare it with my own professional experience. My sources are research study findings, expert management thinkers, plus published advice and lived experience provided by a large collection of higher education, business, coaching, human resource, psychology, secondary education and sports professionals. Read more about this authorRead less about this author
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We deserve managers whose people skills, when it comes to supervising, encouraging and motivating, are more than the ramshackle mixture of exchanges, and much worse, that we often come across. Our whole working life is subject to those who lead and manage our group/team/company; so what are the approaches you, as a manager, and they, as our supervisors or senior leadership teams, should be taking?'So You Want To Be a Manager?' provides a collection of informative, expert opinions and study conclusions, along with real-life examples of the good and the bad approaches to people management.

The easy to read chapters focus on different aspects and approaches with which all people managers should imbue themselves. As employees, at whatever level in the organisation, we all deserve to be treated appropriately.

It is ultimately the responsibility of the organisation to appoint the right people and check on their management behaviour, but there appears to be a 'gap between what is formally required in HR policy and what is actually delivered by [front-line managers]' (John Purcell and Sue Hutchinson of University of Bath, as reported by Eleanor Whitehouse, in People Management). .

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