Armstrong's Handbook of Management and Leadership: A Guide - download pdf or read online

By Michael Armstrong

ISBN-10: 0749454172

ISBN-13: 9780749454173

Armstrong’s instruction manual of administration and management presents counsel at the tactics of administration and management with emphasis on what managers and aspiring managers want to know and do to make a distinction of their organisations. in addition to featuring the main abilities required for powerful administration, it additionally bargains with 3 very important parts of administration: switch administration, non-stop development and the success of excessive degrees of purchaser service.An perfect source for these learning introductory administration modules in enterprise and HR courses, the e-book is observed by means of on-line fabric for instructors and by an exhaustive set of questions and solutions to assist scholars try their studying.

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Extra resources for Armstrong's Handbook of Management and Leadership: A Guide to Managing Results

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What are objectives? An objective describes something that has to be accomplished – a point to be aimed at. Objectives or goals (the terms are interchangeable) define what organizations, functions, departments, teams and individuals are expected to achieve. There are two main types of objectives: work and personal. Work objectives Work or operational objectives refer to the results to be achieved or the contribution to be made to the accomplishment of team, departmental and corporate objectives.

The Role of the Leader • 35 Transactional/transformational: Transactional leaders trade money, jobs and security for compliance. Transformational leaders motivate people to strive for higher-level goals. Other classifications of leadership styles have been produced by House (1971) – the path-goal model – and by Hay McBer, as reported by Goleman (2000). Path-goal leadership styles Path-goal leadership theory identifies the following styles: • Achievement-oriented – the leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation.

Individual managers will adapt to these circumstances in different ways and will operate more or less successfully in accordance with their perceptions of the behaviour expected of them, their experience of what has or has not worked in the past, and their own personal characteristics. The added value contribution of managers Managers exist to add value. The term ‘added value’ was originally used in accountancy where it is defined as the value added to the cost of raw materials and bought-out parts by the processes of production and distribution.

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Armstrong's Handbook of Management and Leadership: A Guide to Managing Results by Michael Armstrong

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