Managing People for the First Time

March 2006
More details
  • Publisher
  • Published
    1st March 2006
  • ISBN 9781854183323
  • Language English
  • Pages 352 pp.
  • Size 6.25" x 9.25"

Absolutely everybody in all types of organizations--business, professional, governmental, academic--has to make the critical leap to managing people for the first time. There are countless books on managing people but very little written from the perspective of the novice, someone faced with the daunting task of changing from following instructions to giving them.

First published by Pitman, the book instantly caught on and was widely adopted in businesses and in particular the public sector. It has now been fully updated and revise to reflect recent changes theory and practice.

"The value of this book is that it makes a worthwhile attempt to help the first-time manager. Combining training material with a storyline involving real people makes it a lot more digestible than a textbook. I was 39 before I became a director of a new business, with almost no experience of managing other people or relationships ... Lewthwaite's book would have been extremely useful."

- People Management

"There are books on managing people by the truckload, but little specifically for the first time manager . .. The whole range of management knowledge, theory and practice is contained in this easily absorbed text."

- Business Executive

"For a first time employer, I believe her new book would be an invaluable tool for learning the skills and techniques needed to put together and develop a successful team. I wish I had read this a year ago when I started my business! It is a privilege to learn from someone so experienced and skillful in managing people."

James Murray Wells, Managing Director, Glasses Direct

"Leaves no stone unturned...All aspects of the art of management are explored ... full of self-assessment checklists and bullet points."

- Accounting Technician

ONE: Setting the scene
How this book proposes to achieve these objectives
How to use this book

TWO: Learning to learn
When are you going to learn?
What’s in it for me?
How do we do it?
Assessment exercise
Developing confidence and motivation

THREE: Communication
Building relationships
Ego states
Body language
Communication as a two-way process
What makes an effective listener?
Assessment exercise
Effective listening techniques
Turning blocks to advantage
Sending your message
The eight-stage process
Formal interviews
The interview structure
Questions to gather information
The nature of the information
Checklist for communication

FOUR: Negotiation and working with conflict
What is negotiation about?
Assessment exercise
Types of power
Tactics in negotiation
Assessment exercise
Competitive negotiation
Collaborative negotiation
Communicating in difficult circumstances
Assessment exercise
Functions of conflict
Assessment exercise
Mapping conflict
Checklist for conflict management

FIVE: Presentation
Delivering your presentation
One-way presentations: a summary
Two-way presentations
Turning all presentations into two-way presentations
Checklist for presentation

SIX: Stress management
Stress management strategies
Assessment exercise
Causes of stress
Assessment exercise
Managing stress
Short-term strategies
Medium-term strategies
Assessment exercise
Assessment exercise 2
Health maintenance 125
Long-term strategies
Checklist for stress management

SEVEN: Time management
Time personality
Assessment exercise
Structuring your use of time
Why your time goes where it does
Information management
Assessment exercise
Organizing for time management
Checklist for time management

EIGHT: Recruitment and selection
Basic principles
Assessment exercise
Different approaches to the task
Developing the framework
Recruitment methods
Selection as a two-way process
Choosing your selection method
Checklist for selection by interview

NINE: Developing people
Why training and development?
Assessment exercise
The developmental process
Key performance analysis
Blocks to development
Delivering development
Assessment exercise
Strategic evaluation
Checklist for employee development

TEN: Personal appraisal
What use is appraisal anyway?
Individual and team performance
How often?
Who will appraise?
A structure for appraisal – how to appraise
Dealing with performance
What can go wrong?
Assessment exercise
Creating links to performance
Checklist for appraisal

ELEVEN: Motivation
Motivation: people and organizations
What does it mean?
Assessment exercise
Forms of motivation
Checklist for motivation

TWELVE: Delegation
Assessment exercise
Why delegate?
Assessment exercise
The causes of poor delegation
The delegation process as a contract
The job contract
Checklist for delegation

THIRTEEN: Team building
Why teams?
The three role team
Assessment exercise
What can go wrong?
Informal group processes
Hidden agendas
Assessment exercise
Checklist for teambuilding

FOURTEEN: Leadership
The concept of leadership
Roles of the leader

Julie Lewthwaite

Julie Lewthwaite is a senior consultant at Project North East, a local enterprise and economic development agency. She is involved in the design and development of training materials for prospective and actual owner-managers and for supervisors and managers who wish to develop their skills.