The Effective Manager

The Effective Manager: Management skills for high performance

SARAH COOK
Series: Soft Skills
Copyright Date: 2009
Published by: IT Governance Publishing
Pages: 108
https://www.jstor.org/stable/j.ctt5hh3vz
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  • Book Info
    The Effective Manager
    Book Description:

    The Effective Manager is intended to provide IT managers with practical advice and tips on how to become an effective manager. Whether you are new to management, or have been a manager for some time, management is a skill that can be learned and developed in order to gain the trust and respect of your team members and to achieve team and organisational goals. This book will help you develop your management skills. It is designed to assist you in understanding the characteristics of a high-performance manager, to help you assess where your strengths and development areas lie as a manager and to create a plan of action for realising your management potential.

    eISBN: 978-1-905356-89-8
    Subjects: Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. 2-4)
  2. FOREWORD
    (pp. 5-5)
    Angela Wilde

    IT is often seen as a ‘hard-skill’ profession where there is no place for soft skills. Yet the importance of soft skills for the IT professional should not be underrated; they underlie all behaviours and interactions. Both IT and non-IT professionals need to work together and learn from each other for effective business performance. All professionals, be they in IT or elsewhere, need to understand how their actions and reactions impact on their behaviour and working relationships.

    This series of books aims to provide practical guidance on a range of soft-skills areas for those in IT and also for those...

  3. PREFACE
    (pp. 6-6)
    Sarah Cook
  4. ABOUT THE AUTHOR
    (pp. 7-7)
  5. ACKNOWLEDGEMENTS
    (pp. 8-8)
  6. Table of Contents
    (pp. 9-9)
  7. INTRODUCTION
    (pp. 10-10)

    Tom worked as an IT manager for a large multinational. Recently promoted, Tom sometimes wished that he had given up the opportunity to become a manager and had continued to work on his own. He had taken the job on with such good intentions: he would be an effective manager, he would manage the performance of individuals on his team, he would recruit and create a high-performing team, he would deal effectively with difficult situations and help others manage change.

    It had all seemed so perfect in the ideal world, but six months into the role, Tom’s confidence in his...

  8. CHAPTER 1: WHAT MAKES AN EFFECTIVE MANAGER?
    (pp. 11-24)

    This chapter outlines for you:

    The characteristics of an effective manager.

    A model of where you should be focusing your attention.

    A diagnostic to help you assess your own management skills.

    Think back to when you joined the organisation where you currently work or an organisation that you have worked for in the past. I expect that when you joined either of these organisations, you were hopeful about what the future would bring. You probably had a good impression of the business that you were joining and felt that you were making a good choice of employer. Hopefully you still...

  9. CHAPTER 2: DEFINING THE PLAYING FIELD
    (pp. 25-36)

    In this chapter I set out:

    The importance of setting expectations with the team and individual team members.

    How to set SMARTA objectives.

    How to define procedures and standards.

    The need to define how you will work together individually and as a team.

    Having reviewed where your focus is as a manager and the balance between activities, team and people, you will notice that there is a common thread to each of these areas. This consists of being clear about what you expect as a manager in terms of departmental objectives and in terms of the role that the team...

  10. CHAPTER 3: MANAGING PERFORMANCE
    (pp. 37-58)

    Managing performance is a key part of a manager’s role. In this chapter I outline how to:

    Monitor performance and deliver feedback.

    Coach individuals to high performance.

    Hold one-to-one reviews and appraisals.

    In the previous chapter I discussed the importance of agreeing with each individual a set of objectives that are specific, measurable, achievable, realistic, timebound and agreed. This is the beginning of the performance management cycle that will allow you to ensure high performance in your team. To best manage each individual in your team you need to:

    set clear objectives, standards, procedures and ground rules,

    monitor performance,

    provide...

  11. CHAPTER 4: HANDLING DIFFICULT SITUATIONS
    (pp. 59-71)

    This chapter highlights practical tips on how to:

    Deal with difficult behaviours.

    Manage underperformance.

    Manage absence.

    Handle disciplinary and grievance situations.

    I am sure that as an IT manager you want to create and be part of a high-performing team. Yet in reality there are times when, as managers, we need to tackle difficult situations that affect performance in the workplace. This chapter provides you with a practical framework for doing this.

    It is easy to label someone whose behaviour causes you an issue ‘disruptive’ or ‘not a team player’. Yet in themselves such people may intend to do a...

  12. CHAPTER 5: RECRUITMENT AND SELECTION
    (pp. 72-81)

    Part of a manager’s role is to be able to recruit and select new members who will add value to their team. In this chapter I cover:

    A self-assessment activity to help you identify what you do well in terms of recruitment and selection and where you can improve.

    The key steps in the recruitment and selection process.

    How to develop an effective induction.

    An effective and robust recruitment and selection process is a vital activity within any organisation. Having the right people in the right jobs is essential to the success and growth of the business. As a manager...

  13. CHAPTER 6: MANAGING THE TEAM
    (pp. 82-95)

    Part of the manager’s role is to ensure that their team is performing to its best. This chapter provides advice on:

    Agreeing the best way of working as a team.

    Effective team management.

    Dealing with conflict and disagreement.

    Reviewing team performance.

    The best-performing teams are those who gain a shared understanding of and commitment to how to work together. This means discussing as a team what you want from each other and how you want to work individually and collectively. Quite often there are ‘unwritten rules’ in a team about how to interact or behave – such as ‘you should speak...

  14. CHAPTER 7: MOTIVATING OTHERS
    (pp. 96-104)

    In this chapter I outline:

    The importance for managers of creating a climate which encourages self-motivation.

    A framework for understanding what motivates others that you can use with your team.

    Suggestions on what you can do to motivate others effectively.

    To manage effectively, you need to have an idea of the different things that motivate individuals. If you know how to motivate each of your team members successfully, you will improve both the attitude and the performance of the whole team.

    Think about what motivates you personally – what gives you a ‘buzz’? Now consider – who motivates you?

    You will probably...

  15. GLOSSARY
    (pp. 105-105)
  16. BIBLIOGRAPHY
    (pp. 106-106)
  17. ITG RESOURCES
    (pp. 107-108)