- Paperback: 168 pages
- Publisher: Kogan Page (3 May 2008)
- Language English
- ISBN-10: 0749452412
- ISBN-13: 978-0749452414
- Product Dimensions: 21.5 x 18.3 x 1.1 cm
- Average Customer Review: 3.0 out of 5 stars See all reviews (2 customer reviews)
- Amazon Bestsellers Rank: 458,148 in Books (See Top 100 in Books)
How to Manage People: Creating Success 89
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Product Description
Review
"Offers managers a clear and comprehensive course of action. Any business library catering to managers needs this." -- "Midwest Book Review"
Book Description
How to Manage People is a guide to the key skills every manager needs, including: leadership, motivating people, team building, delegating, interviewing, managing performance, developing people, managing change and handling people problems.
Inside This Book
(Learn More)
First Sentence
As a manager you are there to get things done through people. Read the first page Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
As a manager you are there to get things done through people. Read the first page Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews
Most Helpful Customer Reviews
5 of 5 people found the following review helpful
Format:Paperback
|
Length:
4:00
Mins
It is generally considered that the success of a company relies heavily on the performance of its human resources managers, who sometimes have a somewhat less than enthusiastic audience or any set of admirers!
Armstrong's practical guide to managing people quashes some of the myths about people management, and provides an invaluable insight into the main issues which arise for front-line management including: leadership; motivating people; team building; delegating; interviewing; managing performance; developing and rewarding people; managing change; and handling people problems.
Each of these key topics can be the subject of `management-style' books but Armstrong gives up his secrets on people management in 12 definitive chapters, and some useful references which could be a bit more detailed and web friendly.
Armstrong concludes that people often leave their managers, and not their organisations, for many reasons mainly connected to relationships and career development. Whilst a business has progressive policies (often forced on it by government), the practical application is in the hands of both HR and line management to perform the difficult tasks. Armstrong succeeds in his aim of showing managers how to explain to staff what they are expected to do with their responsibilities. He covers the main actions that managers have to carry out to get things done through people very effectively, and the advice to frontline managers is well contained in this easy and practical guidebook.
The book will get you the best results but remember that to manage people, "managers have largely to do it themselves". How right he is - we all know about the `buck-passers'! The distillation of Michael Armstrong's knowledge and experience for managers has not really changed in the 30 years since I became a manager, and he gives us great advice on managing the people business which is very relevant for the technological challenges of today's world.
Armstrong's practical guide to managing people quashes some of the myths about people management, and provides an invaluable insight into the main issues which arise for front-line management including: leadership; motivating people; team building; delegating; interviewing; managing performance; developing and rewarding people; managing change; and handling people problems.
Each of these key topics can be the subject of `management-style' books but Armstrong gives up his secrets on people management in 12 definitive chapters, and some useful references which could be a bit more detailed and web friendly.
Armstrong concludes that people often leave their managers, and not their organisations, for many reasons mainly connected to relationships and career development. Whilst a business has progressive policies (often forced on it by government), the practical application is in the hands of both HR and line management to perform the difficult tasks. Armstrong succeeds in his aim of showing managers how to explain to staff what they are expected to do with their responsibilities. He covers the main actions that managers have to carry out to get things done through people very effectively, and the advice to frontline managers is well contained in this easy and practical guidebook.
The book will get you the best results but remember that to manage people, "managers have largely to do it themselves". How right he is - we all know about the `buck-passers'! The distillation of Michael Armstrong's knowledge and experience for managers has not really changed in the 30 years since I became a manager, and he gives us great advice on managing the people business which is very relevant for the technological challenges of today's world.
0 of 2 people found the following review helpful
Format:Paperback
I have stil not recieved this book although I have ordered this weeks ago! can someone please let me know what is happening, thank you
Whilmari
Whilmari
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
5 reviews
5 of 5 people found the following review helpful
Managing the people business
21 Dec 2008
Format:Paperback
It is generally considered that the success of a company relies heavily on the performance of its human resources managers, who sometimes have a somewhat less than enthusiastic audience or any set of admirers!
Michael Armstrong's practical guide to managing people quashes some of the myths about people management, and provides an invaluable insight into the main issues which arise for front-line management including: leadership; motivating people; team building; delegating; interviewing; managing performance; developing and rewarding people; managing change; and handling people problems.
Each of these key topics can be the subject of `management-style' books but Armstrong gives up his secrets on people management in 12 definitive chapters, and some useful references which could be a bit more detailed and web friendly.
Armstrong concludes that people often leave their managers, and not their organisations, for many reasons mainly connected to relationships and career development. Whilst a business has progressive policies (often forced on it by government), the practical application is in the hands of both HR and line management to perform the difficult tasks. Armstrong succeeds in his aim of showing managers how to explain to staff what they are expected to do with their responsibilities. He covers the main actions that managers have to carry out to get things done through people very effectively, and the advice to frontline managers is well contained in this easy and practical guidebook.
The book will get you the best results but remember that to manage people, "managers have largely to do it themselves". How right he is - we all know about the `buck-passers'! The distillation of Michael Armstrong's knowledge and experience for managers has not really changed in the 30 years since I became a manager, and he gives us great advice on managing the people business which is very relevant for the technological challenges of today's world.
Michael Armstrong's practical guide to managing people quashes some of the myths about people management, and provides an invaluable insight into the main issues which arise for front-line management including: leadership; motivating people; team building; delegating; interviewing; managing performance; developing and rewarding people; managing change; and handling people problems.
Each of these key topics can be the subject of `management-style' books but Armstrong gives up his secrets on people management in 12 definitive chapters, and some useful references which could be a bit more detailed and web friendly.
Armstrong concludes that people often leave their managers, and not their organisations, for many reasons mainly connected to relationships and career development. Whilst a business has progressive policies (often forced on it by government), the practical application is in the hands of both HR and line management to perform the difficult tasks. Armstrong succeeds in his aim of showing managers how to explain to staff what they are expected to do with their responsibilities. He covers the main actions that managers have to carry out to get things done through people very effectively, and the advice to frontline managers is well contained in this easy and practical guidebook.
The book will get you the best results but remember that to manage people, "managers have largely to do it themselves". How right he is - we all know about the `buck-passers'! The distillation of Michael Armstrong's knowledge and experience for managers has not really changed in the 30 years since I became a manager, and he gives us great advice on managing the people business which is very relevant for the technological challenges of today's world.
I've read half of this book and I might read it all
22 April 2012
Format:Paperback|Amazon Verified Purchase
But I might not. It's OK. It's very brief, which is good in some respects but it reads a little like Driver's Ed book and how am i going to remember all this stuff if i don't learn it off by heart. Not very entertaining and honestly, not too useful because a bit boring.
How to manage people.
29 Aug 2011
Format:Paperback|Amazon Verified Purchase
If you want a simple way to get finely tunned with your managing skills,this book is the one. I use it just to motivate my friends and business partners. The book is really cheap and gives you good insight in the management field. Those of you that think you might enter this field might want to start out with this book, then go to school. It took a couple of days to recieve and I was on my way!
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