Little Book of Big Management Questions, The

James McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University.

• Section 1: Managing yourself Introduction       Q1 What’s my management style?   Q2 Do I manage or lead people?      Q3 What power do I have and how can I use it?    Q4 How can I work smarter, not harder, and become more productive? Q5 Is it ever ok to rely on gut instinct?   Q6 How do I become better at receiving negative feedback?    Q7 Looking at what I do which stuff adds the most value? Q8 How can I manage my boss and get away with it?   Q9 How do I deliver a really effective presentation? Q10 How can I make meetings more productive?       Q11 How can I get everyone to contribute/speak at meetings? Q12 How do I delegate effectively?      Q13 How do I make better decisions?   Q14 How do I project a professional image? Q15 How do I manage my career and prepare myself for promotion?  Section 2: Managing staff Introduction       Q16 How do I win the recruitment lottery and constantly select the right people?    Q17 How much should I know about the day to day work of my staff?  Q18 How can I increase my team’s productivity?    Q19 How can I use staff training and development to improve performance?     Q20 How can I stamp out recurring problems? Q21 How can I motivate staff? Q22 How do my staff perceive their relationship with management? Q23 How can I reward staff when the budget is tight? Q24 How can I handle conflict between members of staff?   Q25 How can I give negative feedback to a member of staff without demotivating them? Q26 How can I get my team and myself noticed by the people that matter?   Q27 How can I turn around an underperforming group of staff? Q28 What should I be doing at each stage of the change process?    Q29 How do I deal with those people who oppose change?    Q30 How do I set targets for myself and staff? Section 3: Managing projects   Introduction Q31 What are the three rules of project management?    Q32 What am I supposed to do as project leader? Q33 Who do I need in my project team to be successful?   Q34 How do I build team spirit?   Q35 How do I plan a project and set milestones? Q36 How do I calculate the length of the project?   Q37 How can I minimise the risks associated with my project?    Q38 How can I deliver the most valuable parts of the project ahead of schedule?   Q39 How do I keep the project on time and under budget?    Q40 How do I improve my team’s effectiveness? Q41 How do I deal with requests from management to amend the project after it’s started?      Q42 What can I do if the project starts to go wrong?    Q43 How can I pass on what I’ve learnt to other project managers? Section 4: Navigating the wider organisation Introduction Q44 Where do I find an organisation chart that shows how things really work?   Q45 What is the organisation’s culture and does it suit me?   Q46 How d

‘An essential guide to help managers do their absolute best.’John Elbro ACIOB, Managing Director, UK Service Lifts Ltd  ‘This is a book that every ambitious manager will findvery useful.’Darren Hughes, Managing Director, PP Screeds & Drywall Ltd