Business FAQs: Answers to the 100 Most Difficult Business Questions of All Time

ISBN-13: 9781841120126 / Angielski / Miękka / 2003 / 176 str.

Ken Langdon; Andy Bruce; Andrew Bruce

Opis

It is a fact of business life that most managers are promoted into their first management job with hardly any training. And if they get promoted again, guess what? The same thing happens again. Managers are basically expected to work out how to do a new job by reacting to the pressures the role puts on them. They can ask questions to begin with, of course, but by the time they have been in post for a while they find it difficult to reveal their ignorance or lack of skills to other people.So, they look for a book that: ?
* Is a one-stop shop, they don't want to buy a book covering each individual aspect of their work, they want it in one place
* Is not too academic or clever, you don't need Drucker on Globalisation when you are trying to make a decision whether or not to hire someone in the Paris office
* Gives hard practical advice built on experience rather than management theory
* Works
* Is accessible and easy to use
* Is simple and practical to implement tomorrow
100 Business FAQ's is just that book. It gives step-by-step solutions to sensible questions such as, 'What exactly is in a strategic plan?' and 'How do you do risk assessment?'This book is not a once-only read, it will become your business bible - to be used in anger from day one and referred to throughout the rest of your careerThe book also gives practical answers to important questions such as 'How do I gain influence with my boss's boss without annoying my boss?' Answer: First make sure that your boss thinks that other people believe that your good ideas are his. Then make sure that your boss's boss knows that both your good ideas and your boss's good ideas are really yours. Remember that success has many parents while failure is an orphan.

Spis treści

Introduction.

Section 1 Concerning the Basics.

Section 2 Definition of Terms.

Section 3 Dealing with Customers.

Section 4 Making a Plan, and Getting a Team to Implement it.

Section 5 Keeping Count.

Section 6 Dealing with People.

Section 7 Managing your Career.

Section 8 Managing Projects.

Section 9 Managing Change.

Section 10 Starting your own Business.

Section 11 Three Useful Processes.

Section 12 Sales Management, and Getting the Most out of Salespeople.

Section 13 Some Thoughts about the Real World of Business.

Section 14 Glossary of Frequently Used Business Terms.

Index.

O autorze

KEN LANGDON has worked for many major computer companies world–wide, including Hewlett Packard and DEC, and is presently the non–executive chairman for SofTools, a supplier of electronic Integrated Support Systems, and Glenhurst Ltd, an air conditioning supplier and contractor. His books include Key Accounts are Different and a contribution to the The FT Handbook of Management, as well as books in Capstone′s Smart and Express Exec series.

ANDREW BRUCE is currently the Chief Executive of SofTools Limited. SofTools has developed a leading–edge web–based platform sold under licence through strategic partners to companies such as Nokia, Centrica and Bayer. Andrew has written Strategic Thinking, Project Management, Customer First, and Do–It–Now! for the Dorling Kindersley Essential Manager series and is co–author of Creating a Market Sensitive Culture.

Blurb

Answers some of the most difficult business questions of all times. Like:

What happens in the long run if I never get out of fire–fighting mode? – How do I stop finding myself in meetings that seem interminable, are pretty boring and don′t end up achieving much? – How do you define value for money? – What is knowledge management? –

How do you balance time spent delivering products and services with finding new prospects to sell to? – What is the best way of handling price objections? – What exactly do you mean by a strategy? – If the people are not up to implementing the plan do you change the plan or the people? – How do you build a team from scratch? – How do I impress upon my people the importance of protecting and improving profit margins? – When does being assertive look like being a troublemaker? – When is it right in your career to take a risk without authority? – Do you wait for promotion or chase it? – How do I define my overall aim in setting up my own business? – How do I assess if I would be capable of and enjoy starting my own business? –

How do I record the solution to a business problem for future use? – What is the impact of technology on marketing? – Why are IT projects always late and over budget? – Who do CEOs share their problems with when they do not have any peers?