How Management Works: The Concepts Visually Explained

224 Pages·2020·86.697 MB·English

by  DK

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HOW
MANAGEMENT

WORKS
THE CONCEPTS visually explained
Consultant editor Philippa Anderson
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Senior Editors Chauney Dunford, Alison Sturgeon, Andrew Szudek
S
Senior Designer Mark Cavanagh
Editors Richard Gilbert, Katie John,
Victoria Pyke, Rachel Warren Chadd
US Editor Jennette ElNaggar
Editorial Assistant Maisie Peppitt T
Designers Vanessa Hamilton, Mark Lloyd
Managing Editor Gareth Jones
Managing Art Editor Lee Griffiths
Jacket Designer Tanya Mehrotra, Surabhi Wadhwa Gandhi
Senior Jacket Designer Suhita Dharamjit
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Managing Jacket Editor Saloni Singh
Senior DTP Designer Harish Aggarwal
Jackets Editorial Coordinator Priyanka Sharma
Publisher Liz Wheeler
Publishing Director Jonathan Metcalf
Art Director Karen Self
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Jacket Editor Emma Dawson
Jacket Design Development Manager Sophia MTT
Producer, Pre-Production Andy Hilliard
Producer Rachel Ng
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First American Edition, 2020
Published in the United States by DK Publishing
1450 Broadway, Suite 801, New York, NY 10018
Copyright © 2020 Dorling Kindersley Limited
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DK, a Division of Penguin Random House LLC
20 21 22 23 24 10 9 8 7 6 5 4 3 2 1
001–316270–July/2020
All rights reserved.
Without limiting the rights under the copyright reserved above, no O
part of this publication may be reproduced, stored in or introduced
into a retrieval system, or transmitted, in any form, or by any means
(electronic, mechanical, photocopying, recording, or otherwise),
without the prior written permission of the copyright owner.
Published in Great Britain by Dorling Kindersley Limited
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A catalog record for this book
is available from the Library of Congress.
ISBN 978-1-4654-9231-9
Printed and bound in China
For the curious
www.dk.com
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MANAGING
S
ORGANIZATIONS
Introduction 08
T Types of Organizations 52
MANAGEMENT Evolving Structures 54
Building Support 56
BASICS
Workplace Culture 58
Managing Projects 60
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Customers and Other Stakeholders 62
The Evolution of Management 12 Products and Services 64
Management Roles 14 Supply and Demand 66
Leaders and Managers 16 Marketing and Selling 68
Management Styles 18 Winning Deals 70
E Situational Leadership 20 Strategic Thinking 72
Management and Power 22 Effective Planning 74
Scientific Management 24 Disruptive Technology 76
Key Principles 26 Organizational Learning 78
Global Management 28 Market Forces 80
T Strategic Management 30 Gap Analysis 82
Risk Management 32 Benchmarking 84
HR Management 34 Sustainability 86
Financial Management 36 Managing Constraints 88
Operations Management 38 Business Cases 90
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Quality Management 40 Understanding Change 92
IT Management 42 Change Models 94
Marketing Management 44 The 7-S Model 96
Digital Management 46 Data and Information 98
The Project Cycle 48 Decision-making 100
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Force-Field Analysis 102
SWOT Analysis 104
Critical Path Analysis 106
Problem-Solving 108
Identifying Causes 110
C
Design Thinking 112
Resolving Deadlocks 114
Business Processes 116
Value Chain 118
Lean Production 120
Meeting Objectives 122
Key Performance Indicators 124
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COMMUNICATION
Effective Communication 168
MANAGING
Active Listening 170
Nonverbal Communication 172
PEOPLE
Giving Feedback 174
Communication Tools 176
Effective Meetings 178
Team Roles 128
Presentations 180
Personality Types 130
Corporate Communications 182
Competencies 132
Crisis Communications 184
Finding and Selecting Talent 134
Persuasion and Influence 186
Benefits of Diversity 136
Negotiation 188
Workplace Well-being 138
Resolving Disputes 190
Retaining Talent 140
Meeting Employees’ Needs 142
Motivation and Reward 144
Team Development 146
SMART Management 148
Developing Trust 150
Dealing with Staff Conflict 152
Delegation 154
Big Ideas 156
Coaching and Mentoring 158
Continuous Learning 160
Performance Management 162
360-Degree Feedback 164

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Philippa Anderson (consultant editor) has a
business degree and is a business writer and
communications consultant, who has advised
multinationals, including 3M, Anglo American,
SELF- and Coca-Cola. She collaborated with Lord
Browne, former CEO of BP, on his memoir,
MANAGEMENT Beyond Business, and was a contributor to DK’s
The Business Book and How Business Works.
Alexander Black graduated with a degree
Time Management 194
in business communications, before moving
Personal Impact 196
to Tokyo to write for financial newspaper group
Building a Career 198
Nikkei, Inc., and investment bank J. P. Morgan.
Effective Networking 200
She later worked for a global direct marketing
Work/Life Balance 202
specialist in the Asia-Pacific and is now based in
Coping with Stress 204
London, where she writes on business and
Learning and Development 206
cultural history.
Learning Styles 208
Staying Alert 210
Pippa Bourne is director of Bourne Performance,
Accountability 212
helping organizations and individuals to succeed.
Developing New Routines 214
She is also a Visiting Fellow at Cranfield
University, where she supports the work of the
Centre for Business Performance. Pippa has an
MBA and a certificate in coaching and has many
years of experience as a practicing manager.
Index 216
Richard Ridout is a workplace technology
and management transformation specialist.
Acknowledgments 224
He has worked at senior management level
across private and public industry sectors,
encompassing scientific research, commercial
property, entertainment, central government,
education, and defense.
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HOW MANAGEMENT WORKS 8 9
Introduction
INTRODUCTION
Management is an instinctive human trait. Children at play will organize
themselves to assume different roles, with one often taking the lead. As a business
discipline, management came to the fore with the Industrial Revolution, when
factory owners needed to maximize human resources. However, while it remains
vital to business today, the role of the manager is changing. Managers still have
to get the best out of people, but they do so by engaging and empowering the
workforce rather than simply giving instructions. As a result, managers require
a broad range of personal skills as well as technical abilities; they need to be
sympathetic when appraising staff but ruthless when writing budgets—and be
as mindful of company values as they are of profit.
For these reasons, being a manager requires patience, adaptability, and skill.
It demands vigilance—the ability to keep track of a project while simultaneously
monitoring the external operating environment, where changes in demand and
competition can mean the difference between success or failure. There are
various approaches that a manager can use to plan the future—from strategic
management (see pp.30–31) to design thinking (see pp.112–113)—but none of
these is a substitute for watching the market, understanding consumer needs,
and being ready to adapt when necessary.
This book explains the changing world of management in a simple and graphic way.
It covers the origins of management theory and explores the range of management
roles, using examples from a variety of commercial, nonprofit, and government
organizations. It aims to help students and aspiring individuals to understand what
management is, and how it works. It also aims to help managers – both to navigate
the business world and to improve their management styles. Chapter 1 explains
management theory, while Chapter 2 shows how it can be applied in practical
contexts. Chapter 3 examines people management; Chapter 4 covers
communication; and Chapter 5 looks at personal responsibility.
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MANAGEMENT
BASICS
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