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1 Management Skills How Good are Your Management Skills? Team Management Skills The core skills needed to manage your team How Good Are Your People Skills? Mintzberg's Management Roles Identifying the roles managers play Seven Surprises for New Managers Common management misconceptions Improving Team Effectiveness Building an Effective Team Creating a productive and efficient group Team Effectiveness Assessment How well do you and your team work together? DILO (Day In the Life Of) Improving team effectiveness by analyzing daily activity Team Briefings Sharing organizational information efficiently Management By Wandering Around (MBWA) Staying in touch with your team Four Dimensions of Relational Work Matching tasks to interpersonal skills Employee Satisfaction Surveys Learning what your people think Accounting for Time Making best use of a precious resource Why the Rules are There Helping people understand and enforce rules Safety in Teams Fostering a culture of safety Building Confidence in Other People Creating self-assured teams Creating a Healthy Workplace Maximizing team happiness and productivity


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Storming. Norming.18 The Losada Ratio Balancing positive and negative interactions Team Dynamics Forming. Performing Helping new teams perform effectively Cog's Ladder Understanding and accelerating group formation Belbin's Team Roles Understanding team roles can improve team performance Benne and Sheats’ Group Roles Identifying both positive and negative group behavior roles Margerison-McCann Team Management Profile Organizing teams for maximum effectiveness Team Charters Getting your teams off to a great start Building the Trust of Your New Team Getting real and living the "We" in team Team-Building Exercises Planning activities that actually work How to Be a Good Team Player Maximizing your contribution Managing Emotion in Your Team Maintaining harmony in a group Setting up a Cross-Functional Team Working effectively with other functions Effective Recruitment Effective Recruitment Finding the best people for your team When to Create a New Role Choosing the Right Time to Expand Your Team Writing a Job Description Conveying the meaning of the job Hiring People: Questions to Ask Know what to ask to find the right person Inbox/In-Tray Assessment Uncovering how an employee will perform on the job Success Profiling Benchmarking potential recruits against your top people 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 .

skills and abilities Handling People's Retirement Transferring knowledge and maintaining motivation Gagne's Nine Levels of Learning Training your team effectively Active Training Maximizing engagement in team learning On-the-Job Training Developing a hands-on training program Instructor-Led Training Creating an effective learning experience Kirkpatrick's Four-Level Training Evaluation Model Analyzing training effectiveness The Nine-Box Grid for Talent Management Assessing team member performance and potential 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 . developing and keeping talented people The Peter Principle Avoiding promoting people to a level of incompetence Succession Planning Seamlessly transferring key knowledge.36 Using Recruitment Tests Hiring with better results Aptitude Testing Assessing the potential for success Successful Induction Getting new team members off to a great start! Off to the Right Start Teaching basic skills to new hires Exit Interviews Getting feedback from departing staff Developing Your Team How Well Do You Develop Your People? Understanding Developmental Needs Help your team reach peak performance Training Needs Assessment Making sure your team is properly trained Heron’s Six Categories of Intervention Understanding how to help effectively Talent Management Identifying.

55 Cross-Training Creating a flexible workforce Coaching Your Team The GROW Model Coaching team members to improve performance What is Coaching? Understanding what coaching is Coaching for Team Performance Improving productivity by improving relationships Coaching with Feedback Helping your people to improve their performance Coaching for Talent Development Helping people become more effective Coaching Through Change Helping people embrace change Informal Coaching for Managers Knowing when to be a coach High-Performance Coaching Achieving full potential Building Rapport in Coaching Developing mutual understanding and trust Coaching to Develop Self-Awareness Helping people get to know themselves Coaching to Explore Beliefs and Motives Understanding what drives your people Motivating Your Team How Good are Your Motivation Skills? Discover key factors for building a motivated team Motivating Your Team How to motivate your people McClelland's Human Motivation Theory Discovering what drives members of your team Herzberg's Motivators and Hygiene Factors Learn how to motivate your team Sirota Three-Factor Theory Keeping employees enthusiastic Expectancy Theory Motivate your team by linking effort with outcome 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 .

more satisfied team Alderfer's ERG Theory Understanding the priorities in people's needs Pygmalion Motivation Managing high performance with high expectations Theory X and Theory Y Understanding team member motivation Motivating Without Bonuses Keeping your team happy without a check The Inverted-U Model Balancing pressure and performance Theory Z Merging Eastern and Western management styles Rewarding and Engaging Your Team Understanding Strategic Compensation Creating the right pay structure The Psychological Contract Meeting your team's unspoken expectations Adams’ Equity Theory Balancing employee inputs and outputs Hackman and Oldham's Job Characteristics Understanding the basis of job enrichment Rewarding Your Team Learning why "Thank You" is so vital Job Enrichment Increasing job satisfaction Keeping Valued Team Members Restoring commitment to prevent resignations 74 75 76 77 78 79 80 81 82 83 84 85 86 87 Re-Engaging Team Members Turning negative back to positive Performance Management 88 Performance Management and KPIs Linking activities to vision and strategy Management by Objectives (MBO) Motivating people by aligning their objectives with the goals of the organization 89 .73 Using Maslow’s Hierarchy Building a happier.

while apart 101 Managing Part-Time Staff Strategies for your flexible workforce 102 Managing Home-Based Team Members 103 Working in Virtual Teams Team working that overcomes time and space 104 Managing Knowledge Workers Getting the most from them 105 Managing Contractors Hiring. managing. and motivating contract workers 106 Managing Freelancers Finding and motivating independent workers 107 Managing Volunteers Finding the right balance 108 Managing Interns How to find and develop yours .90 Performance Appraisals Getting real results from performance reviews Dealing with Poor Performance Is it lack of ability or low motivation? Performance Agreements Increasing personal accountability Delegating Effectively How Well Do You Delegate? Discover ways to achieve more Successful Delegation How. when. why The Delegation Dilemma Avoiding Micromanagement Helping team members excel – on their own Preventing Manager Dependency Teaching your team to be more independent Task Allocation Pick the right player for the right job Managing Different Types of Workers Managing Cross-Functional Teams Balancing team needs and functional lines 91 92 93 94 95 96 97 98 99 100 Managing a Geographically Dispersed Team Achieving your goals together.

109 "Blue Collar" Workers Making the most of people's hard work and skills 110 Emotional Labor Helping workers present a positive face 111 Managing People with Low Ambition Using different motivational strategies 112 The Leader-Member Exchange Theory Getting the best from all team members Managing Around the World 113 Resolving Team Conflict Building stronger teams by facing your differences 114 Bad Behavior at Work Using clear criteria to identify and deal with problems 115 Managing "Rogues" Controlling disruptive people 116 Reducing Sick Leave Decreasing absenteeism. committed workforce Historical Management Theories 124 Frederick Taylor and Scientific Management Understanding Taylorism and early management theory 125 Elton Mayo's Hawthorne Experiments Early exploration of workplace motivation 126 Frank and Lillian Gilbreth Pioneers of ergonomics Henri Fayol's Principles of Management 127 Early management theory . and its costs 117 Formal Warnings Understanding and issuing them 118 Rationalizing Team Activities Reorganizing priorities in changing times 119 When Teams Shrink Coping with layoffs... and moving on 120 Rumors in the Workplace Managing and preventing them 121 Managing During a Downturn Keeping morale up when the economy is down 122 Managing Team Negativity Overcoming a pessimistic environment 123 Rebuilding Morale Creating a happy.