Cover image for A manager's guide to self-development
Title:
A manager's guide to self-development
Author:
Pedler, Mike (Mike John), 1944-
Edition:
Second edition.
Publication Information:
London ; New York : McGraw-Hill, [1986]

©1986
Physical Description:
vi, 236 pages : illustrations ; 25 cm
General Note:
Includes index.
Language:
English
Subject Term:
ISBN:
9780070849242
Format :
Book

On Order

Summary

Summary

A Manager's Guide to Self-Development, Fourth Edition, helps managers develop skills from mental agility and creativity to networking and mental toughness. Expanded and updated to reflect today's changing work world, the flexible how-to program places a contemporary focus on balancing work and life. Using a reformulated, easy-to-read layout and design, this new edition combines a framework for developing II key managerial qualities. Fifty-four practical activities make learning fun and interesting and cover every core leadership skill. Copyright © Libri GmbH. All rights reserved.


Author Notes

Mike Pedler is well known for his work in management and organization development. He is a self-employed writer, researcher and consultant and a Senior Research Fellow at the Management School, Lancaster University.
John Burgoyne is Professor of Management Learning at Lancaster University where he has established an international reputation for his thinking about management and management development.
Tom Boydell is Director of Transform Individual and Organization Development Consultants Ltd., a company known for its creative work in organizations in various parts of the world.


Table of Contents

Introduction
Chapter 1 The philosophy of the bookp. 3
Chapter 2 How the book worksp. 7
Part 1 Setting and Meeting Goals for Management Self-Developmentp. 9
Chapter 3 A career/life-planning activityp. 11
Chapter 4 Some ideas about management and the qualities of successful managersp. 23
Chapter 5 Assessing yourself and setting some goals for self-developmentp. 31
Chapter 6 A guide to the selection of activitiesp. 47
Chapter 7 How to use the activitiesp. 50
Part 2 Activities for Management Self-Developmentp. 55
1 Extend your knowledge of situational factsp. 57
2 Making contactsp. 60
3 Managing your timep. 63
4 Keeping up to datep. 69
5 Facts and assumptionsp. 76
6 Personal journalp. 79
7 Powerlinesp. 84
8 Differences and discriminationp. 88
9 Micro-political mappingp. 94
10 Credulous listeningp. 99
11 Decision makingp. 102
12 Planning and decision-making techniquesp. 107
13 Choosing solutions with a chancep. 114
14 Role setting analysisp. 117
15 Planning changep. 122
16 Analysis of experiencesp. 128
17 Catastrophic contingenciesp. 133
18 Budgetary controlp. 135
19 Asserting yourselfp. 144
20 Response to conflictp. 150
21 Practising new group behavioursp. 159
22 Interpreting yourself and othersp. 166
23 Counselling style inventoryp. 170
24 Getting to know youp. 177
25 Getting to yesp. 180
26 Collaborative workingp. 183
27 Looking after yourselfp. 187
28 Relaxationp. 192
29 Fitnessp. 196
30 Managing your feelingsp. 197
31 Stability zonesp. 201
32 Who's the boss?p. 204
33 Practising changep. 207
34 Action planningp. 212
35 Imagingp. 218
36 Accepting other people's ideasp. 222
37 Brainstormingp. 224
38 Approaches to creativityp. 227
39 Attribute alternativesp. 229
40 Coping with complexityp. 231
41 Quick thinkingp. 235
42 Developing a helicopter mindp. 237
43 Managing your dependencyp. 240
44 Understanding your learning processp. 243
45 Study skillsp. 248
46 How do you learn?p. 253
47 Mind your languagep. 257
48 Conversations with yourselfp. 262
49 Backwards reviewp. 264