The Little Book of Big Management Questions PDF eBook: The 76 most important questions and how to answer them

This book cuts straight through all the noise to give managers they very best, most up to date and proven-to-work, insider knowledge. Every question is quick and easy to read and the answers are practical, understandable and will resonate with aspiring, new and experienced managers. Cover......Page 1 Contents......Page 8 About the author......Page 12 Acknowledgements......Page 13 Introduction......Page 14 How to get the most out of this book......Page 17 Section 1: Managing yourself......Page 20 Introduction......Page 22 1: What’s my management style?......Page 23 2: Do I manage or lead people?......Page 25 3: What power do I have and how can I use it?......Page 27 4: How can I work smarter, not harder, and become more productive?......Page 29 5: Is it ever OK to rely on gut instinct?......Page 31 6: How can I become better at receiving negative feedback?......Page 33 7: Looking at what I do, which stuff adds the most value?......Page 35 8: How can I manage my boss and get away with it?......Page 37 9: How do I deliver a really effective presentation?......Page 39 10: How can I make meetings more productive?......Page 41 11: How can I get everyone to contribute/speak at meetings?......Page 43 12: How can I delegate effectively?......Page 45 13: How do I make better decisions?......Page 47 14: How do I project a professional image?......Page 49 15: How do I manage my career and prepare myself for promotion?......Page 51 Key messages to take from this section......Page 54 Section 2: Managing people......Page 56 Introduction......Page 58 16: How can I win the recruitment lottery and consistently select the right people?......Page 59 17: How much should I know about the day-to-day work of my staff?......Page 61 18: How can I increase my team’s productivity?......Page 63 19: How can I use staff training and development to improve performance?......Page 65 20: How can I stamp out recurring problems?......Page 67 21: How can I motivate staff?......Page 69 22: How can I reward staff when the budget is tight?......Page 71 23: How can I handle conflict between members of staff?......Page 73 24: How can I give negative feedback to staff without demotivating them?......Page 75 25: How can I get my team and myself noticed by the people that matter?......Page 77 26: How can I turn around an underperforming group of staff?......Page 79 27: What should I be doing at each stage of the change process?......Page 81 28: How do I deal with those people who oppose change?......Page 83 29: How do I set targets for myself and my staff?......Page 85 30: How do my staff perceive their relationship with Management?......Page 87 Key messages to take from this section......Page 90 Section 3: Managing projects......Page 92 Introduction......Page 94 31: What are the three rules of project management?......Page 95 32: What am I supposed to do as project leader?......Page 97 33: What mix of skills and attitudes does my project team need?......Page 99 34: How do I build team spirit?......Page 101 35: How do I plan a project and set milestones?......Page 103 36: How do I calculate the length of a project?......Page 105 37: How can I minimise the risks associated with my project?......Page 107 38: How can I deliver the most valuable parts of the project ahead of schedule?......Page 109 39: How do I keep the project on time and within budget?......Page 111 40: How can I improve my team’s effectiveness?......Page 113 41: How do I deal with requests to amend a project after it has started?......Page 115 42: What can I do if the project starts to go wrong?......Page 117 43: How can I pass on what I’ve learnt to other project managers?......Page 119 Key messages to take from this section......Page 121 Section 4: Navigating the wider organisation......Page 122 Introduction......Page 124 44: What is the organisation’s culture and does it suit me?......Page 125 45: How do I identify the key people in the organisation who I need to keep sweet?......Page 127 46: How do I survive organisational politics?......Page 129 47: How do I play the game of organisational politics and win?......Page 131 48: How do I keep abreast of changes that might affect me and my organisation?......Page 133 49: What are the signs that the organisation is in danger of collapse?......Page 137 50: Where do I find an organisation chart that shows how things really work?......Page 139 Key messages to take from this section......Page 142 Section 5: Working with customers and suppliers......Page 144 Introduction......Page 146 51: How do I build positive relationships with my customers and make them feel valued?......Page 147 52: What’s the best way to respond to customer complaints?......Page 149 53: What can I do to improve the quality of my product?......Page 151 54: How can I build strong relationships with suppliers?......Page 153 55: How can I become a better negotiator and get a better deal from suppliers and colleagues?......Page 155 Key messages to take from this section......Page 157 Section 6: Managing operational plans and budgets......Page 158 Introduction......Page 160 56: What role am I expected to play in planning?......Page 161 57: How do I prepare a strategic plan?......Page 165 58: How do I prepare an operational plan?......Page 167 59: How do I build a vision for my team?......Page 169 60: How do I prepare a budget in normal times?......Page 171 61: How do I prepare a budget in tough times?......Page 173 62: How do I monitor a budget effectively?......Page 175 Key messages to take from this section......Page 177 Section 7: Understanding financial jargon......Page 178 Introduction......Page 180 63: What’s the difference between cash and profit?......Page 181 64: What’s the difference between insolvency and bankruptcy?......Page 183 65: What’s value for money?......Page 185 66: What’s the difference between a budget and a forecast?......Page 187 67: What’s the difference between direct costs and overheads?......Page 188 68: What are the differences between cost, trading and investment centres?......Page 189 69: What is discounted cash flow?......Page 191 70: What’s the difference between revenue expenditure and capital expenditure?......Page 193 71: What’s the difference between fixed and variable costs?......Page 195 72: What is breakeven analysis and why is it important?......Page 197 73: How do I calculate a sales price?......Page 198 74: What are the four most useful financial ratios?......Page 199 75: What Is cost benefit analysis?......Page 201 76: How can I increase the organisation’s profits?......Page 203 Key messages to take from this section......Page 206 Conclusion......Page 208 Further reading......Page 210 Index......Page 212 The Little Book of Big Management Questions provides instant solutions to the key questions that every manager asks themselves: How can I motivate my team? How do I calculate the length of the project? How do I delegate effectively? How do I prepare a strategic plan? And many, many more. Each question is easy to find, explains why it’s important and the business thinking behind it. Then the fast, focused, expert solutions immediately empower you to take action and move forward with confidence. The Little Book of Big Management Questions will make sure you can: Instantly and expertly handle a wide range of management challenges Be more prepared, more decisive and more in control Get the best from your team, the respect of your colleagues and the support of your peers Fully understand your responsibilities, the company you work for and your role within it. The full text downloaded to your computer. 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You’re a busy manager and you want practical, effective answers to everyday problems – fast!

The Little Book of Big Management Questions provides instant solutions to the key questions that every manager asks themselves:

How can I motivate my team? How do I calculate the length of the project? How do I delegate effectively? How do I prepare a strategic plan? And many, many more.

Each question is easy to find, explains why it’s important and the business thinking behind it. Then the fast, focused, expert solutions immediately empower you to take action and move forward with confidence.

The Little Book of Big Management Questions will make sure you can:

· Instantly and expertly handle a wide range of management challenges

· Be more prepared, more decisive and more in control

· Get the best from your team, the respect of your colleagues and the support of your peers

· Fully understand your responsibilities, the company you work for and your role within it.

All you want to know and how to apply it – in a nutshell.

"You're a busy manager and you want practical, effective answers to everyday problems - fast! The Little Book of Big Management Questions provides instant solutions to the key questions that every manager asks themselves: How can I motivate my team? How do I calculate the length of the project? How do I delegate effectively? How do I prepare a strategic plan? And many, many more. Each question is easy to find, explains why it's important and the business thinking behind it. Then the fast, focused, expert solutions immediately empower you to take action and move forward with confidence. The Little Book of Big Management Questions will make sure you can: * Instantly and expertly handle a wide range of management challenges * Be more prepared, more decisive and more in control * Get the best from your team, the respect of your colleagues and the support of your peers * Fully understand your responsibilities, the company you work for and your role within it. All you want to know and how to apply it - in a nutshell."--Publisher's description