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    Summary of Michael Armstrong's How to Manage People
    Summary of Michael Armstrong's How to Manage People
    Summary of Michael Armstrong's How to Manage People
    Ebook36 pages22 minutes

    Summary of Michael Armstrong's How to Manage People

    By IRB Media

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    About this ebook

    Get the Summary of Michael Armstrong's How to Manage People in 20 minutes. Please note: This is a summary & not the original book. Original book introduction: Fully updated for 2019, this 4th edition now features even more practical exercises, useful templates, and top tips, alongside advice on managing virtual teams, enhancing employee engagement and managing conflict. Essential reading for anyone who wants to get the best from their teams, How to Manage People distils the essence of good management into one handy, easy-to-use book.

    LanguageEnglish
    PublisherIRB Media
    Release dateNov 25, 2021
    ISBN9781638158417
    Summary of Michael Armstrong's How to Manage People
    Author

    IRB Media

    With IRB books, you can get the key takeaways and analysis of a book in 15 minutes. We read every chapter, identify the key takeaways and analyze them for your convenience.

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      Book preview

      Summary of Michael Armstrong's How to Manage People - IRB Media

      Insights on Michael Armstrong's How to Manage People

      Contents

      Insights from Chapter 1

      Insights from Chapter 2

      Insights from Chapter 3

      Insights from Chapter 4

      Insights from Chapter 5

      Insights from Chapter 6

      Insights from Chapter 7

      Insights from Chapter 8

      Insights from Chapter 9

      Insights from Chapter 10

      Insights from Chapter 11

      Insights from Chapter 12

      Insights from Chapter 1

      #1

      A manager is someone who gets things done through people. A manager is in charge of managing all resources, including their own. A manager cannot delegate everything. They frequently have to rely on their own resources to get things done.

      #2

      Competency frameworks outline what is expected of employees under each heading. They help managers and employees understand each other.

      #3

      To be a great manager, you have to be an achiever. You have to take personal responsibility for reaching objectives and making things happen.

      #4

      There are three categories of managers: those who make things happen, those who watch things happening, and those who don’t know what is happening.

      #5

      People who make things happen have high levels of achievement motivation. They set themselves realistic but achievable goals, and they are most effective when they can get ahead by their own efforts.

      #6

      Prioritize your tasks and work on the most important ones first. Do not waste time on tasks that are not important or do not require your

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