MTU Library Catalogue

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Managing activities / Michael Armstrong.

By: Armstrong, Michael, 1928-.
Material type: materialTypeLabelBookSeries: People and organisations (Chartered Institue of Personnel and Development).Publisher: London : Institute of Personal Management, 1999Description: 307 p. ; 25 cm. + pbk.ISBN: 0852927819 .Subject(s): ManagementDDC classification: 658.302
Contents:
Introduction -- Part 1: The nature of managerial work -- What managers do - fragmentation, variety, brevity -- The conduct of managerial work -- Working for other people -- Communicating with other people -- Teamwork -- Meetings -- Part 2: The work environment -- The principal functions in an organisation -- Organisational culture -- Organisation structure, design and development -- Power, authority, politics and conflict in organisations -- Organisational communications -- Managing health and safety at work -- Part 3: Quality and continuous improvement -- Managing and achieving quality -- Continuous improvement -- Customer care -- Change management.
Holdings
Item type Current library Call number Copy number Status Barcode
General lending MTU Bishopstown Library Lending 658.302 (Browse shelf(Opens below)) 1 Available 00070880
Total holds: 0

Enhanced descriptions from Syndetics:

The IPD core management standards define the essentials for competently managing and developing people, and are compatible with an N/SVQ at level 4 in management. This book describes and explains the nature of managerial work. It examines: how the work environment functions at all levels; the purpose of organisational structure and culture; the effect of power and authority on individuals; and conflict and politics within the workplace.

Includes bibliographical references and index.

Introduction -- Part 1: The nature of managerial work -- What managers do - fragmentation, variety, brevity -- The conduct of managerial work -- Working for other people -- Communicating with other people -- Teamwork -- Meetings -- Part 2: The work environment -- The principal functions in an organisation -- Organisational culture -- Organisation structure, design and development -- Power, authority, politics and conflict in organisations -- Organisational communications -- Managing health and safety at work -- Part 3: Quality and continuous improvement -- Managing and achieving quality -- Continuous improvement -- Customer care -- Change management.

Table of contents provided by Syndetics

  • 1 What do we mean by 'managing for results'?
  • 2 The role of the manager
  • 3 How do we develop the role of a manager?
  • 4 Communication: how we inter-relate
  • 5 Practical aspects of communication
  • 6 Working with your manager
  • 7 Teamworking
  • 8 The organisation skeleton: structure
  • 9 Organisational communication
  • 10 The living organisation: culture
  • 11 Power and politics
  • 12 Managing health and safety at work
  • 13 Quality-differentiating for excellence
  • 14 Continuous improvement
  • 15 Enhancing customer relations
  • 16 Future directions, managing change