By Michael Armstrong
Armstrong’s guide of administration and management offers advice at the strategies of administration and management with emphasis on what managers and aspiring managers want to know and do to make a distinction of their firms. in addition to featuring the foremost abilities required for potent administration, it additionally bargains with 3 vital parts of administration: swap administration, non-stop development and the fulfillment of excessive degrees of shopper service.An excellent source for these learning introductory administration modules in company and HR courses, the e-book is followed through on-line fabric for instructors and by an exhaustive set of questions and solutions to aid scholars try out their studying.
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Additional resources for Armstrong's Handbook of Management and Leadership: A Guide to Managing Results
2. Self-awareness – the ability to recognize and understand your moods, emotions and drives as well as their effect on others. This is linked to three competencies: self-confidence, realistic self-assessment and emotional self-awareness. 3. Social awareness – the ability to understand the emotional makeup of other people and skill in treating people according to their emotional reactions. This is linked to six competencies: empathy, expertise in building and retaining talent, organizational awareness, cross-cultural sensitivity, valuing diversity, and service to clients and customers.
Listens to individuals’ ideas and problems. 5. Provides direction. 6. Demonstrates personal integrity. 7. Practises what they preach. 8. Encourages teamwork. 9. Actively encourages feedback. 10. Develops other people. Leadership and emotional intelligence Emotional intelligence is a combination of skills and abilities such as self-awareness, self-control, empathy and sensitivity to the feelings of others. The notion of emotional intelligence was first defined by Salovey and Mayer (1990), who proposed that it involves the capacity to perceive emotion, integrate emotion in thought, understand emotion and manage emotions effectively.
It is often assumed that qualitative performance standards are difficult to define. But all managers make judgements about the standards of performance they expect and obtain from their staff, and most people have some idea of whether or not they are doing a good job. The problem is that these views are often subjective and are seldom articulated. Even if, as often happens, the final definition of a performance standard is somewhat unspecific, the discipline of working through the requirements in itself will lead to greater mutual understanding of performance expectations.