 |  | Hundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 p.) |
 |  | (introduction...) |
 |  | Editors |
 |  | An overview of PHC MAP |
 |  | Acknowledgements |
 |  | Introduction |
 |  | 100 Tips : The rules of the management game |
 |  | Managing your time |
 |  | (introduction...) |
 |  | 1. Don't work harder, work smarter3 |
 |  | 2. Spend less time on the phone and more time on your work4 |
 |  | 3. Protect yourself from unnecessary interruptions5 |
 |  | 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 week6 |
 |  | 6. Thinking and doing þ strike a balance7 |
 |  | 7. Find out where your time goes; keep a log8 |
 |  | 8. Avoid leading time wasters9 |
 |  | Running effective meetings |
 |  | (introduction...) |
 |  | 9. Before you call a meeting, decide if you should have one at all10 |
 |  | 10. If you must have a meeting, plan how to get the most out of it11 |
 |  | 11. Guide your team in having more effective discussions12 |
 |  | 12. Start on time; End on time13 |
 |  | 13. How to chair a meeting14 |
 |  | 14. Don't sit on the results of a good meeting; follow up with a plan of action15 |
 |  | 15. Maximise what you can get out of a ''brainstorming'' session16 |
 |  | Planning |
 |  | (introduction...) |
 |  | 16. Plan before you do17 |
 |  | 17. Set OBJECTIVES that are S M A R T18 |
 |  | 18. Co-ordinate work and people19 |
 |  | 19. It is better to risk over-investment in productive planning than to rely on ad-hoc solutions to unpredictable problems20 |
 |  | 20. Take the time to develop a thorough, documented and detailed plan. It will significantly reduce the risk of failure21 |
 |  | 21. It is very easy to make on-the-spot decisions, if you have thought out and evaluated all feasible alternatives22 |
 |  | 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 person23 |
 |  | 23. Share your vision24 |
 |  | 24. Employees respond to the manager, not the organisation.25 |
 |  | 25. Lead by example26 |
 |  | 26. First be effective, then efficient27 |
 |  | 27. Managers should work for their staff. If they win, you win |
 |  | 28. A bad attitude is infectious |
 |  | 29. Know where you're coming from28 |
 |  | 30. To be a good leader, be professional |
 |  | 31. Be committed. Take an active role. |
 |  | 32. Leave 'em laughing29 |
 |  | Decision-making I |
 |  | (introduction...) |
 |  | 33. Separate the managers from the leaders30 |
 |  | 34. Back up your decision-making with planning31 |
 |  | 35. Don't let decision-making bring you down32 |
 |  | 36. Some suggestions on decision-making: |
 |  | 37. Be decisive! Take action. A decisive person will almost always prevail only because almost everyone else is indecisive33 |
 |  | 38. Don't put too much reliance on data. If a quantitative analysis conflicts with common sense, abandon the data34 |
 |  | 39. Consensus seeking is a time-wasting, levelling influence that impedes distinctive performance. Avoid it35 |
 |  | 40. Don't analyse a problem to death. Avoid ''paralysis by analysis''36 |
 |  | Decision-making II |
 |  | (introduction...) |
 |  | 41. Delegate what someone else can do better37 |
 |  | 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 |
 |  | (introduction...) |
 |  | 44. Always do your job to make the next person's job easier38 |
 |  | 45. Broaden your interests39 |
 |  | 46. Two heads are better than one |
 |  | 47. Be an orphaned parent of success. Don't hog the credit40 |
 |  | 48. Find a level of employee involvement that works best for your organisation |
 |  | 49. Work for success |
 |  | 50. Develop team protocol |
 |  | Staffing |
 |  | (introduction...) |
 |  | 51. Seek out those rare individuals who are truly committed and build around them41 |
 |  | 52. Put the person you interview at ease42 |
 |  | 53. Hire team players43 |
 |  | 54. Make the most critical interview the job interview44 |
 |  | 55. Don't delay tough personnel decisions45 |
 |  | Communicating with your staff |
 |  | The most important words |
 |  | 56. To be successful, get out with the workers and pick up information46 |
 |  | 57. Refuse not to be informed47 |
 |  | 58. The right hand must know what the left is doing48 |
 |  | Listening |
 |  | (introduction...) |
 |  | 59. Communicate effectively to increase efficiency49 |
 |  | 60. If you don't give people information, they'll make up something to fill the void50 |
 |  | 61. Be accessible. Eat lunch! |
 |  | 62. Inform - keep informed - use information |
 |  | 63. Listen to what is not being said52 |
 |  | 64. Learn to pay attention53 |
 |  | 65. Learn how to interpret body language54 |
 |  | Writing |
 |  | 66. Learn to write effectively55 |
 |  | 67. Write clear instructions56 |
 |  | 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 involved58 |
 |  | 70. People do better when they are given a chance to achieve |
 |  | 71. Use rewards, not threats59 |
 |  | 72. Perseverance leads to success |
 |  | 73. Give praise where praise is due |
 |  | Supervising |
 |  | (introduction...) |
 |  | 74. Be flexible in the way you supervise individuals60 |
 |  | 75. Please your clients61 |
 |  | 76. Avoid unnecessary steps and actions62 |
 |  | Giving feedback |
 |  | 77. Try coaching63 |
 |  | 78. Maintain control through management tools64 |
 |  | 79. Provide feedback to staff65 |
 |  | 80. Make feedback valuable66 |
 |  | 81. Don't confuse feedback with evaluation67 |
 |  | 82. How to ask for feedback68 |
 |  | Criticising performance |
 |  | 83. Don't be afraid to offend; just don't be offensive in your approach69 |
 |  | 84. Take care of mistakes when they are small; do not allow them to grow, they will get more complicated |
 |  | 85. How to handle anger70 |
 |  | 86. How to manage conflict71 |
 |  | Training I |
 |  | (introduction...) |
 |  | 87. Training isn't always the answer72 |
 |  | 88. Determine where you are going before training your people to get there73 |
 |  | 89. Do your staff need training? To find out, ask74 |
 |  | 90. Get the best training for your organisation75 |
 |  | 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''76 |
 |  | Training II |
 |  | (introduction...) |
 |  | 94. Prepare your staff for change77 |
 |  | 95. Learn from the experiences of others78 |
 |  | 96. Seek out new opportunities79 |
 |  | 97. Getting a new idea adopted80 |
 |  | 98. Practice managing change81 |
 |  | 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 |