This book is designed as a self development programme for managers seeking to develop skills such as mental agility, creativity, social skills, and emotional resilience. The book is divided into two main parts. The first part outlines 11 key managerial qualities and the second contains practical activities aimed at developing the readers skills and abilities. The book has been extended and updated to reflect the challenges faced by managers in the new economy and also the need to balance work and life.
A Manager's Guide To Self Development
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Book Description
Editorial Reviews
About the Author
Mike Pedler is writer, researcher, consultant and Professorial Fellow at the Revans Centre, Salford University. John Burgoyne is Professor of Management Learning at Lancaster University. Tom Boydell is a director of inter-logics.net ltd, a consultancy specialising in face-to-face and on-line ways of managing strategic relationships
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Most Helpful Customer Reviews
4 of 4 people found the following review helpful:
4.0 out of 5 stars
Workbook on managerial self-development,
By A Customer
This review is from: A Manager's Guide to Self Development (Paperback)
This book develops self knowledge and managerial skills in a very hands-on way. I teach leadership skills to students and executives. If someone doesn't have the luxury of attending those types of classes/trainings, this book will provide him/her with a good self-guided replacement. It's not too heady, and the chapters are short and do-able. The book covers many topics from networking to conflict managment, to decision-making techniques and many things in between.
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Inside This Book
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First Sentence:
This book, which is an aid to management self-development rather than a repository of wisdom, is based on a simple fundamental premise: that any effective system for management development must increase the manager's capacity and willingness to take control over, and responsibility for, events - particularly for themselves and their own learning. Read the first page Key Phrases - Capitalized Phrases (CAPs): (learn more)
New York, Activity Step, Kogan Page, San Francisco, Follow-up There, Milton Keynes, Open University Press, Englewood Cliffs, Nicholas Brealey, Management Pocketbooks, Method One, Berrett Koehler, Financial Times Prentice-Hall, Method Three New!
Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Back Cover | Surprise Me!
This book, which is an aid to management self-development rather than a repository of wisdom, is based on a simple fundamental premise: that any effective system for management development must increase the manager's capacity and willingness to take control over, and responsibility for, events - particularly for themselves and their own learning. Read the first page Key Phrases - Capitalized Phrases (CAPs): (learn more)
New York, Activity Step, Kogan Page, San Francisco, Follow-up There, Milton Keynes, Open University Press, Englewood Cliffs, Nicholas Brealey, Management Pocketbooks, Method One, Berrett Koehler, Financial Times Prentice-Hall, Method Three New!
Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Back Cover | Surprise Me!
Citations (learn more)
This book cites 90
books:
See all 90 books this book cites
2
books
cite this book:
- Managing Yourself (The Mike Pedler Library) by Tom Boydell on 4 pages
- Getting to Yes by Roger Fisher on page 157, page 177, and page 180
- Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher on page 157, page 177, and page 180
- Creative Management (Published in association with The Open University) by Jane Henry on page 57, and page 243
- The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization by Peter M. Senge on page 230, and page 262
See all 90 books this book cites
- Organizational Learning and the Learning Organization: Developments in Theory and Practice by Mark Easterby-Smith in Front Matter
- Religion, Theology and the Human Sciences by Richard H. Roberts on page 73
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