Just Managing

This is a simplified, shortened, and updated version of the definitive title on management (Managing, which has sold over 70,000 copies) from management legend and best-selling author Henry Mintzberg.

The 'just about managing'. 'Hardworking families'. 'Alarm-clock Britain'. In recent years British political discourse has been filled with these slogans, as politicians claim to speak on behalf of families who are in work, but struggling to get by. This book allows us to hear from some of these families directly. At a time when the impact of austerity is more relevant than ever, Just Managing? cuts through the debates and sloganeering to give some of the real people behind the headlines and statistics a chance to tell their stories. It tracks the lives of thirty working families in Liverpool over one year, as they struggle to manage on incomes at or around the National Minimum Wage. Their accounts are placed within the economic and political context that has shaped their experiences and that of millions of other working families across the country. This book is required reading for anyone seeking to understand what life is like at the sharp end of 'austerity Britain’.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

Successive reorganisations of the British NHS have been designed to optimise effective resource use and to hold professionals to account for what they do. The various changes have proceeded in isolation from any evidence that they will succeed. This book reviews all published research evidence on the organisation and management of the NHS and reports findings of a major study carried out by the authors on the introduction of general management into the NHS using two key concepts: Power and Culture. The book considers the implications of the research findings for the major market principles and competition into the NHS

A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. Henry Mintzberg aims to restore management to its proper place: front and center. “We should be seeing managers as leaders.” Mintzberg writes, “and leadership as management practiced well.” This landmark book draws on Mintzberg's observations of twenty-nine managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw—the pressures, the action, the nuances, the blending—compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context. But context cannot be seen in the usual way. Factors such as national culture and level in hierarchy, even personal style, turn out to have less influence than we have traditionally thought. Mintzberg looks at how to deal with some of the inescapable conundrums of managing, such as, How can you get in deep when there is so much pressure to get things done? How can you manage it when you can't reliably measure it? This book is vintage Mintzberg: iconoclastic, irreverent, carefully researched, myth-breaking. Managing may be the most revealing book yet written about what managers do, how they do it, and how they can do it better.

Electronic inspection copies are available for instructors In this lively and entertaining book, Robin Wensley guides the reader through the basic analytical approaches to decision making required for more effective management practice. Packed with diagrams, anecdotes and examples which bring the book to life, Effective Management in Practice: - clearly presents a wide range of management tools, techniques and theoretical insights in just the right amount of depth for current and future managers - illustrates the need for a balanced approach, emphasizing the importance of the questioning process in clarifying the nature of action proposals and any underlying assumptions - eschews any approach which advocates one right way but at the same time encourages a greater appreciation of practical issues through analysis and theory Students of management, academics and any practitioner interested in exploring a range of different approaches to management will enjoy and treasure this book.

This detailed overview of the construction contracting business delivers an invaluable collection of best practices, forms, templates, and checklists designed to reduce risks and increase profits. Contractors will learn everything they need to know about the make-or-break areas of estimating, pricing, bidding, project management, and financial management. The author is well-known in the industry, with a weekly newsletter, website, online digest, regular column for Contractor magazine, and 70-plus seminar bookings for 2006 Extensive examples and illustrations help readers apply the insights offered

This book provides practical guidance on the knowledge and skills required for managers whose role involves the management of the relationship with and the performance of strategically important suppliers. Strategic suppliers provide critical products and services to their clients. In a production environment, if the supply chain for critical components breaks down and delivery dates are missed, the production line may stop. If an IT supplier fails to deliver key system development projects on time, the implications for the business can be catastrophic. With the growth of outsourcing, where entire business functions are delegated to a supplier, the dependency on them is further increased; with offshoring there are additional complexities. An organization’s ability to manage its strategic supplier base effectively is central to its performance, competitiveness, and future success. This book provides practical guidance on the knowledge and skills required for managers whose role involves the management of the relationship with and the performance of strategically important suppliers. Although the focus is on the management of suppliers during the live relationship, the approach is holistic as the entire supplier management process is discussed in detail using a Supplier Lifecycle model. There are five stages—identify the business requirement, research the supply market, carry out procurement and supplier selection, integrate and transition to the new supplier and their services, and manage the delivery of the products and services for the contracted period.