How To Be An Even Better Manager: A Complete A-Z of Proven Techniques and Essential Skills

Citation

Mercado, M.I. (2001), "How To Be An Even Better Manager: A Complete A-Z of Proven Techniques and Essential Skills", The Bottom Line, Vol. 14 No. 2. https://doi.org/10.1108/bl.2001.17014bae.005

How To Be An Even Better Manager: A Complete A-Z of Proven Techniques and Essential Skills

How To Be An Even Better Manager: A Complete A-Z of Proven Techniques and Essential Skills

Armstrong, M.5th editionKogan PageLondon2000

Keywords: Management styles, Managers, Management techniques

This book is prefaced upon the idea that management is an art. The art of management is a skill, which we all can learn in order to do our jobs in the best way possible. Thus, the author discusses 50 key aspects of management skills, which are used by contemporary effective managers. Each of these 50 brief chapters is self-contained and gives the reader techniques and strategies, which can be utilized to enhance their managerial skills. He does this by discussing the steps inherent in the managerial process. For example, in order to achieve results with one's staff, one must analyze how one's behavior enhances and/or detracts from the achievement of the desired results. In addition, it is vitally important that a manager examine his/her verbal and non-verbal communication, with one's staff. After all, it is the author's opinion that much of managerial activity consists of asking or persuading others to do things, which involves face to face verbal communication.

Essentially, Armstrong defines management as deciding what to do and then using people to get it done. Within this frame of reference, people are viewed as the most important resource. This is so because it is through this resource, people, that all other resources, i.e. knowledge, finance, materials, plant, equipment, etc., will be managed effectively and efficiently. However, the author points out that in order for managers to be effective, they have to be personally involved in the process and not delegate everything. That is to say, frequently they will have to rely on their own resources, which consist of their own expertise, know-how, skills and competencies, and time in order to motivate and direct their personnel. In addition, managers must have the expertise to understand the various situations and issues which come up in the work environment so that they can accurately analyze and define them, and be prepare to take direct action themselves and through other people. Yet, according to the author, it is clear that much of what managers do is, of necessity, an unreflecting response to circumstances usually not of their own making. It is vital managers are not slow and methodical decision-makers, but doers who react rapidly to problems and think on their feet.

I recommend this book because it provides practical guidance on what managers must know to do their jobs efficiently and effectively. With its clearly delineated topics, discussions, checklists and bibliography of relevant books and professional periodicals, it should be on the desk of every busy manager.

Marina I. MercadoAdjunct Professor of Business at Mercy College and an information technology consultant.