Designed for students of "Management Development" on the CIPD PDS qualification and in business and HR degree programmes, this text offers an overview of management development to practitioners. It includes features such as: chapter outline; web links; end-of-chapter discussion questions and summary; exercises; and searching the web.
The experts' guide to how to manage the most important person you are responsible for: yourself. Here are the checklists compiled by the CMI's experts on the aspects that are most crucial to your personal performance as a manager, on such topics as: Starting a new job; Fitting in and getting on; Handling workplace relationships; Developing your network; Making an impact; Succeeding as a new manager; Handling the politics; Testing for personal effectiveness; Personal development planning; Working out a career plan; Writing your CV; Managing your time effectively; Handling information and avoiding overload; Solving problems; Stress management, and putting yourself first; Emotional intelligence; Marketing yourself; Managing (your relationship with) your boss; and Networking. It is all here, from the basics to the more nuanced and difficult to get right, and included among the essential checklists are profiles of leading management thinkers on key topics.
Managing Strategy provides a series of checklists designed to help managers get to grips with analysing their organisations and developing and implementing strategic plans and options. It covers a range of topics, including: Understanding organisational culture Performing SWOT and PEST analyses Researching new markets Corporate mission and values Setting objectives Performance measurement and balanced scorecard Strategic options The combination of action-oriented checklists and handy pen-portrait profiles of key thinkers, including Charles Handy, Henry Mintzberg and Michael Porter, will help you master the crucial skills you need to further your career as a manager.
This book contains checklists compiled by the CMI's experts on the aspects that are most crucial to the processes behind how you get the most from those you have to manage and work with, and how you deal with them when things go wrong. The checklists include: Planning the recruitment process; Managing staff turnover and retention; Managing part-time employees; Performance management; Using 360 degree feedback; Evaluating training and learning; Talent management; Training needs analysis; Succession planning; Devising a coaching programme; Understanding organisational culture; Employee engagement; Managing creativity; Implementing flexible working hours; Implementing a diversity management programme; Redundancy: managing the survivors; and Enabling work-life balance. It is all here, from the basics to the more nuanced and difficult to get right, and included among the essential checklists are profiles of leading management thinkers on key topics.
The best operations management ensures that a business's infrastructure and processes balance efficiency with effectiveness, using the right resources to maximum effect. Using the series' trademark mix of checklists and thinker profiles, CMI experts guide the reader through the fundamentals of some key operational issues: quality control and management; change and project management; the supply chain and monitoring and control. Topics covered include: getting TQM to work, benchmarking, project risk assessment, outsourcing, inventory and purchasing, strategic risk management. business continuity planning and much more.
The checklists in Managing Finance focus on the financial side of running a business. Aimed at non-specialists, they are designed to help managers keep on top of their financial management responsibilities, advising them on how to interpret financial accounts and reports, budget and forecast, manage and monitor finances and make the right financial decisions. The guide covers a range of topics, including: * Company accounts and ratios * Budgeting * Working capital * Credit and debt control * Cash flow * Investment appraisal * Pricing and purchasing Included among the essential checklists are profiles of leading management thinkers on key topics. The action-oriented checklists include sample account formats and layouts, ratios and data sheets to help you master the crucial skills you need to further your career as a manager. The Checklist Series: step by step guides to getting it right.
This e-book contains the 2013 Revision of RDA: Resource Description and Access, and includes the July 2013 Update. This e-book offers links within the RDA text and the capability of running rudimentary searches of RDA, but please note that this e-book does not have the full range of content or functionality provided by the subscription product RDA Toolkit. Included: A full accumulation of RDA— the revision contains a full set of all current RDA instructions. It replaces the previous version of RDA Print as opposed to being an update packet to that version. RDA has gone through many changes since it was first published in 2010. Cataloging practice described by RDA has not changed dramatically due to the changes above, but nearly every page in RDA Print was impacted by the changes, with the result that an RDA Print update packet would require nearly as many pages as the full revision. The most current RDA— the revision contains all changes to RDA up to and including the 2013 RDA Update approved by the JSC. Annually the JSC considers proposals to update, enhance and maintain RDA as a current cataloging standard. These updates can and often do change the cataloging process as described by RDA. The JSC also periodically issues changes to RDA to fix errors and to clarify meaning. These changes do not typically change cataloging practice as described by RDA. Reworded RDA— the revision includes the reworded version of RDA instructions. To improve readability and comprehension of complex instructions, RDA has been edited and reworded since its original release. The rewording was carried out by the JSC, RDA Copy Editor, and reviewed by the U.S. RDA Test Coordinating Committee.
The experts' guide to how to manage and work with the people and teams you are responsible for. Here are the checklists compiled by the CMI's experts on the aspects that are most crucial to getting the most from those you have to manage and work with, on such topics as: Getting the right people and getting the people right; Team briefing; Effective verbal communication with groups; Facilitating; Developing trust; Empowerment; Successful delegation; Setting SMART objectives; Motivating the demotivated; Managing the plateaued performer; Motivating staff in a time of change; Coaching for improved performance; Managing conflict; and Managing the bully. It is all here, from the basics to the more nuanced and difficult to get right, and included among the essential checklists are profiles of leading management thinkers on key topics.
This reference source is a guide to effective marketing practice for managers and employees who are building their marketing competence by attending training programmes.
Clear and effective communication within and beyond organisations has always been a crucial business driver, and as communication channels proliferate and the speed of communication increases, getting your message across has never been more important. Using the series' trademark mix of checklists and thinker profiles, the guide looks at different types of business communications - written, verbal and external - and also focusses on the challenges of cross-cultural and virtual communication, and websites and social media. Topics covered include: report writing, running meetings, presentations, negotiation, PR and media interview planning, influencing, crisis communications and much more.
According to the Latest Syllabus based on Choice Based Credit System (CBCS), an excellent book for commerce students appearing in competitive, professional and other examinations. 1.Introduction,2. Tax Liability of Companies, 3 .Tax on Distributed Profits, 4. Tax Planning for New Business, 5. Tax-Planning and Financial Management Decision, 6. Tax-Planning and Specific Management Decisions , 7. Special Tax Provisions , 8. Tax-Planning in Business Restructuring, 9. Objective Type Questions.
Design management as a recognised role in the built environment industry is relatively new, initially arising from the need for better co-ordination and delivery of design information from design teams to main contractors - particularly important as procurement routes involving contractor led design have become much more commonplace. The advent of design packages driven by specialist sub-contractors has also increased the need for co-ordination and management of the design process. With the growing complexity of construction projects, effective design management is increasingly central to project success. BIM, as it gains acceptance across the industry will undoubtedly have a huge impact on project delivery process and the role of the Design Manager. The CIOB Design Manager’s Handbook covers subjects such as design process and management tools, the role of the Design Manager, value management and innovation, procurement routes and implications, people dynamics, and factors that will affect the development of the Design Manager’s role in the future, including BIM. It will ensure Design Managers understand the processes, tools and skills that are required to be successful in the role, and will assist them in delivering real value to complex construction projects. Written for both the Design Manager practitioner and students on construction related degree courses, anyone interested in construction based design management will also find the book useful.
The CIOB Code of Practice Programme Management for Construction & Development is intended to complement the popular CIOB Code of Practice for Project Management for Construction and Development, providing practical coverage of general processes and procedures to be followed when managing a construction programme or portfolio of projects. It sets out the necessary requirements for effective and efficient programme management, but is not intended to be a manual of operating procedures for the manager of such programmes.
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