 | Hundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 pages) |
 |  | (introductory text...) |
| | Editors |
| | An overview of PHC MAP |
| | Acknowledgements |
| | Introduction |
| | 100 Tips : The rules of the management game |
|  | Managing your time |
| | (introductory text...) |
| | 1. Don't work harder, work smarter |
| | 2. Spend less time on the phone and more time on your work |
| | 3. Protect yourself from unnecessary interruptions |
| | 4. Use more ways to control the telephone |
| | 5. If you ''don't have time'' to get everything done, try this : Set aside a ''magic hour'' each week |
| | 6. Thinking and doing þ strike a balance |
| | 7. Find out where your time goes; keep a log |
| | 8. Avoid leading time wasters |
| | Running effective meetings |
| | (introductory text...) |
| | 9. Before you call a meeting, decide if you should have one at all |
| | 10. If you must have a meeting, plan how to get the most out of it |
| | 11. Guide your team in having more effective discussions |
| | 12. Start on time; End on time |
| | 13. How to chair a meeting |
| | 14. Don't sit on the results of a good meeting; follow up with a plan of action |
| | 15. Maximise what you can get out of a ''brainstorming'' session |
| | Planning |
| | (introductory text...) |
| | 16. Plan before you do |
| | 17. Set OBJECTIVES that are S M A R T |
| | 18. Co-ordinate work and people |
| | 19. It is better to risk over-investment in productive planning than to rely on ad-hoc solutions to unpredictable problems |
| | 20. Take the time to develop a thorough, documented and detailed plan. It will significantly reduce the risk of failure |
| | 21. It is very easy to make on-the-spot decisions, if you have thought out and evaluated all feasible alternatives |
| | Leadership : Lead, follow, or get out of the way. (Henry Ford, US Industrialist) |
| | 22. There is no one best leadership style. You need to adapt your style to fit the needs of each person |
| | 23. Share your vision |
| | 24. Employees respond to the manager, not the organisation. |
| | 25. Lead by example |
| | 26. First be effective, then efficient |
| | 27. Managers should work for their staff. If they win, you win |
| | 28. A bad attitude is infectious |
| | 29. Know where you're coming from |
| | 30. To be a good leader, be professional |
| | 31. Be committed. Take an active role. |
| | 32. Leave 'em laughing |
| | Decision-making I |
| | (introductory text...) |
| | 33. Separate the managers from the leaders |
| | 34. Back up your decision-making with planning |
| | 35. Don't let decision-making bring you down |
| | 36. Some suggestions on decision-making: |
| | 37. Be decisive! Take action. A decisive person will almost always prevail only because almost everyone else is indecisive |
| | 38. Don't put too much reliance on data. If a quantitative analysis conflicts with common sense, abandon the data |
| | 39. Consensus seeking is a time-wasting, levelling influence that impedes distinctive performance. Avoid it |
| | 40. Don't analyse a problem to death. Avoid ''paralysis by analysis'' |
| | Decision-making II |
| | (introductory text...) |
| | 41. Delegate what someone else can do better |
| | 42. As a manager, the important thing is not what happens when you are there, but what happens when you are not there |
| | 43. Delegate for innovation |
| | Teamwork |
| | (introductory text...) |
| | 44. Always do your job to make the next person's job easier |
| | 45. Broaden your interests |
| | 46. Two heads are better than one |
| | 47. Be an orphaned parent of success. Don't hog the credit |
| | 48. Find a level of employee involvement that works best for your organisation |
| | 49. Work for success |
| | 50. Develop team protocol |
| | Staffing |
| | (introductory text...) |
| | 51. Seek out those rare individuals who are truly committed and build around them |
| | 52. Put the person you interview at ease |
| | 53. Hire team players |
| | 54. Make the most critical interview the job interview |
| | 55. Don't delay tough personnel decisions |
| | Communicating with your staff |
| | The most important words |
| | 56. To be successful, get out with the workers and pick up information |
| | 57. Refuse not to be informed |
| | 58. The right hand must know what the left is doing |
| | Listening |
| | (introductory text...) |
| | 59. Communicate effectively to increase efficiency |
| | 60. If you don't give people information, they'll make up something to fill the void |
| | 61. Be accessible. Eat lunch! |
| | 62. Inform - keep informed - use information |
| | 63. Listen to what is not being said |
| | 64. Learn to pay attention |
| | 65. Learn how to interpret body language |
| | Writing |
| | 66. Learn to write effectively |
| | 67. Write clear instructions |
| | Motivating staff |
| | 68. To get the most from your staff, learn what motivates them ''People are the most important resources of an organisation. |
| | 69. How to motivate others þ no tricks involved |
| | 70. People do better when they are given a chance to achieve |
| | 71. Use rewards, not threats |
| | 72. Perseverance leads to success |
| | 73. Give praise where praise is due |
| | Supervising |
| | (introductory text...) |
| | 74. Be flexible in the way you supervise individuals |
| | 75. Please your clients |
| | 76. Avoid unnecessary steps and actions |
| | Giving feedback |
| | 77. Try coaching |
| | 78. Maintain control through management tools |
| | 79. Provide feedback to staff |
| | 80. Make feedback valuable |
| | 81. Don't confuse feedback with evaluation |
| | 82. How to ask for feedback |
| | Criticising performance |
| | 83. Don't be afraid to offend; just don't be offensive in your approach |
| | 84. Take care of mistakes when they are small; do not allow them to grow, they will get more complicated |
| | 85. How to handle anger |
| | 86. How to manage conflict |
| | Training I |
| | (introductory text...) |
| | 87. Training isn't always the answer |
| | 88. Determine where you are going before training your people to get there |
| | 89. Do your staff need training? To find out, ask |
| | 90. Get the best training for your organisation |
| | 91. Cultivate those who can teach you (Baltasar Gracian, Priest and writer 1601-1658) |
| | 92. Continue learning by teaching others |
| | 93. Help people work smarter. Schedule ''Knowledge Circles'' |
| | Training II |
| | (introductory text...) |
| | 94. Prepare your staff for change |
| | 95. Learn from the experiences of others |
| | 96. Seek out new opportunities |
| | 97. Getting a new idea adopted |
| | 98. Practice managing change |
| | Last thoughts - Some laws of management to remember |
| | 99. Continue learning |
| | 100. Some laws of management to remember |
| | References |
| | Acronyms and abbreviations |
| | PHC MAP MANAGEMENT COMMITTEE |
(introductory text...)
Change means that choices have to be made. Let others participate in those choices so that they have some ownership in the outcome. (Brad Lee Thompson, Management expert)
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