Chapter 2 – How to Be Assertive
ASSERTION AND AGGRESSION
ASSERTIVE BEHAVIOUR
HANDLING AGGRESSION
INFLUENCING STYLES

Chapter 3 – How to Communicate
OVERVIEW
BARRIERS TO COMMUNICATION
OVERCOMING BARRIERS TO COMMUNICATION
LISTENING SKILLS

Chapter 4 – How to Coach
OVERVIEW
AIMS
THE COACHING SEQUENCE
COACHING SKILLS
EFFECTIVE COACHING
PLANNED COACHING
THE MANAGER AS COACH

Chapter 5 – How to Coordinate
OVERVIEW
APPROACHES TO COORDINATION
A CASE STUDY

Chapter 6 – How to Achieve Continuous Improvement
WHAT IS CONTINUOUS IMPROVEMENT?
THE SIGNIFICANCE OF CONTINUOUS IMPROVEMENT
HOW TO INTRODUCE CONTINUOUS IMPROVEMENT
CONTINUOUS IMPROVEMENT TECHNIQUES
THE CONDITIONS REQUIRED TO MAKE CONTINUOUS IMPROVEMENT WORK

Chapter 7 – How to Control
OVERVIEW
ESSENTIALS OF CONTROL
CONTROLLING INPUTS AND OUTPUTS
CONTROL SYSTEMS
MANAGEMENT BY EXCEPTION

Chapter 8 – How to Be Creative
OVERVIEW
CREATIVITY
INNOVATION

Chapter 9 – How to Be Decisive
CHARACTERISTICS OF THE DECISION-MAKING PROCESS
TEN APPROACHES TO BEING DECISIVE

Chapter 10 – How to Delegate
OVERVIEW
ADVANTAGES OF DELEGATION
THE PROCESS OF DELEGATION
WHEN TO DELEGATE
HOW TO DELEGATE
THE THOUGHTS OF SOME SUCCESSFUL DELEGATORS
A CASE STUDY

Chapter 11 – How to Delight Customers
FACTORS INFLUENCING CUSTOMER SATISFACTION
DELIGHTING CUSTOMERS
CASE STUDY — CUSTOMER SERVICE AT LANDS’ END

Chapter 12 – How to Develop Your Emotional Intelligence
EMOTIONAL INTELLIGENCE DEFINED
THE SIGNIFICANCE OF EMOTIONAL INTELLIGENCE
THE COMPONENTS OF EMOTIONAL INTELLIGENCE
DEVELOPING EMOTIONAL INTELLIGENCE
NEURO-LINGUISTIC PROGRAMMING
DEVELOPING YOUR OWN EMOTIONAL INTELLIGENCE

Chapter 13 – How to Develop People
INVESTING IN PEOPLE
THE MANAGER’S CONTRIBUTION TO EFFECTIVE DEVELOPMENT
MANAGEMENT DEVELOPMENT
COACHING

Chapter 14 – How to Get On
OVERVIEW
KNOWING YOURSELF
KNOWING WHAT YOU WANT
PERSONAL QUALITIES AND BEHAVIOUR
SELF-DEVELOPMENT
IDENTIFYING DEVELOPMENT NEEDS
DEFINING THE MEANS OF SATISFYING NEEDS
PERSONAL DEVELOPMENT PLANS
TEN SELF-DEVELOPMENT STEPS

Chapter 15 – How to Handle Difficult People and Negative Behaviour
HANDLING DIFFICULT PEOPLE
HOW TO HANDLE NEGATIVE BEHAVIOUR

Chapter 16 – How to Influence People
PERSUADING PEOPLE
TEN RULES FOR EFFECTIVE PERSUASION
CASE PRESENTATION

Chapter 17 – How to Interview
THE OVERALL PURPOSE OF A SELECTION INTERVIEW
THE NATURE OF A SELECTION INTERVIEW
PREPARING FOR THE INTERVIEW
THE CONTENT OF AN INTERVIEW
PLANNING THE INTERVIEW
INTERVIEWING TECHNIQUES
ASSESSING THE DATA

Chapter 18 – How to Be Interviewed
OVERVIEW
PREPARING FOR THE INTERVIEW
CREATING THE RIGHT IMPRESSION
RESPONDING TO QUESTIONS
ENDING ON A HIGH NOTE

Chapter 19 – How to Be a Better Leader
THE ROLES OF THE LEADER
LEADERSHIP STYLES
THE IMPACT OF THE SITUATION
LEADERSHIP QUALITIES
WHAT ORGANIZATIONS REQUIRE OF LEADERS
BEHAVIOURS PEOPLE VALUE IN LEADERS
LEADERSHIP CHECKLIST
CASE STUDIES



Chapter 20 – How to Make a Business Case
THE BASIS FOR A BUSINESS CASE
ENHANCING THE BUSINESS CASE

Chapter 21 – How to Make Things Happen
OVERVIEW
WHAT MAKES ACHIEVERS TICK?
WHAT DO ACHIEVERS DO?
HOW TO ANALYSE YOUR OWN BEHAVIOUR
LEARNING
CONCLUSION

Chapter 22 – How to Manage Your Boss
OVERVIEW
GETTING AGREEMENT
DEALING WITH PROBLEMS
IMPRESSING YOUR BOSS

Chapter 23 – How to Manage Change
OVERVIEW
TYPES OF CHANGE
HOW PEOPLE CHANGE
THE PROCESS OF CHANGE
THE APPROACH TO CHANGE MANAGEMENT
GUIDELINES FOR CHANGE MANAGEMENT
GAINING COMMITMENT TO CHANGE

Chapter 24 – How to Manage Conflict
OVERVIEW
HANDLING INTER-GROUP CONFLICT
HANDLING CONFLICT BETWEEN INDIVIDUALS
CONCLUSION

Chapter 25 – How to Manage a Crisis
WHAT IS CRISIS MANAGEMENT?
CAUSES OF CRISES
MANAGEMENT CRISES
CRISIS MANAGEMENT BEHAVIOUR
NEGOTIATING SITUATIONS
WHEN TO FIGHT
CRISIS MANAGEMENT TECHNIQUES
QUALITIES OF A CRISIS MANAGER
CRISIS MANAGEMENT TECHNIQUES — ORGANIZATIONS

Chapter 26 – How to Manage Performance
OVERVIEW
PLANNING PERFORMANCE
MONITORING PERFORMANCE
REVIEWING PERFORMANCE

Chapter 27 – How to Manage Projects
OVERVIEW
PROJECT PLANNING
SETTING UP THE PROJECT
CONTROLLING THE PROJECT
TEN STEPS TO EFFECTIVE PROJECT MANAGEMENT

Chapter 28 – How to Manage Risk
OVERVIEW
CATEGORIES OF RISK
MINIMIZING RISK
MANAGING RISK

Chapter 29 – How to Manage Strategically
WHAT IS STRATEGY?
STRATEGIC MANAGEMENT
STRATEGIC MANAGERS
TEN THINGS TO DO IF YOU WANT TO MANAGE STRATEGICALLY

Chapter 30 – How to Manage Stress
OVERVIEW
SYMPTOMS OF STRESS
MANAGING STRESS IN OTHERS — WHAT THE ORGANIZATION CAN DO
MANAGING STRESS IN OTHERS — WHAT YOU CAN DO
MANAGING YOUR OWN STRESS

Chapter 31 – How to Manage Systems and Processes
OVERVIEW
MANAGING SYSTEMS
MANAGING PROCESSES
THE CONFLICT AND CHALLENGES THAT MANAGING SYSTEMS AND PROCESSES PRESENTS

Chapter 32 – How to Manage Time
OVERVIEW
ANALYSIS
ORGANIZING YOURSELF
ORGANIZING OTHER PEOPLE
TIME-CONSUMER’S CHECKLIST

Chapter 33 – How to Manage Under-performers
WHY POOR PERFORMANCE OCCURS
THE ACTIONS REQUIRED TO MANAGE UNDER-PERFORMANCE
HANDLING DISCIPLINARY INTERVIEWS
DISMISSING PEOPLE
TEN STEPS TO MANAGE UNDER-PERFORMERS

Chapter 34 – How to Prepare a Business Plan
WHAT IS A BUSINESS PLAN?
WHY HAVE A PLAN?
HOW SHOULD A BUSINESS PLAN BE STRUCTURED?
HOW SHOULD THE PLAN BE PRESENTED?

Chapter 35 – How to Recover from Setbacks
Chapter 36 – How to Run and Participate in Effective Meetings
DOWN WITH MEETINGS
WHAT’S WRONG WITH MEETINGS?
WHAT’S RIGHT WITH MEETINGS?
DOS AND DON’TS OF MEETINGS
CHAIRING MEETINGS
MEMBERS

Chapter 37 – How to Motivate People
OVERVIEW
THE PROCESS OF MOTIVATION
TYPES OF MOTIVATION
BASIC CONCEPTS OF MOTIVATION
IMPLICATIONS OF MOTIVATION THEORY
APPROACHES TO MOTIVATION
FINANCIAL REWARDS
NON-FINANCIAL REWARDS
TEN STEPS TO ACHIEVING HIGH LEVELS OF MOTIVATION



Chapter 38 – How to Negotiate
OVERVIEW
BUSINESS NEGOTIATIONS
TRADE UNION NEGOTIATIONS
THE PROCESS OF NEGOTIATION
NEGOTIATING TACTICS

Chapter 39 – How to Network
Chapter 40 – How to Set Objectives
OVERVIEW
WHAT ARE OBJECTIVES?
HOW ARE INDIVIDUAL WORK OBJECTIVES EXPRESSED?
WHAT IS A GOOD WORK OBJECTIVE?
DEFINING WORK OBJECTIVES

Chapter 41 – How to Deal with Office Politics
OFFICE POLITICS — GOOD OR BAD?
POLITICAL APPROACHES
POLITICAL SENSITIVITY
DANGERS
DEALING WITH OFFICE POLITICIANS
USE OF POLITICS

Chapter 42 – How to Organize
ORGANIZATION DESIGN
THE APPROACH TO ORGANIZATION DESIGN
ORGANIZATION GUIDELINES
THE PROCESS OF ORGANIZATION DESIGN
DEFINING STRUCTURES
DEFINING ROLES
IMPLEMENTING STRUCTURES

Chapter 43 – How to Plan
PLANNING
PLANNING ACTIVITIES
PLANNING TECHNIQUES

Chapter 44 – How to Make Effective Presentations
OVERVIEW
OVERCOMING NERVOUSNESS
PREPARATION
DELIVERY
USING POWERPOINT
CONCLUSION

Chapter 45 – How to Prioritize
Chapter 46 – How to Solve Problems
PROBLEMS AND OPPORTUNITIES
IMPROVING YOUR SKILLS
TEN STEPS FOR EFFECTIVE PROBLEM SOLVING

Chapter 47 – How to Be an Effective Team Leader
OVERVIEW
THE SIGNIFICANCE OF TEAMS
SELF-MANAGING TEAMS
TEAM EFFECTIVENESS
TEN THINGS TO DO TO ACHIEVE GOOD TEAMWORK
TEAM PERFORMANCE REVIEWS
CHECKLIST FOR ANALYSING TEAM PERFORMANCE

Chapter 48 – How to Think Clearly
OVERVIEW
DEVELOPING A PROPOSITION
TESTING PROPOSITIONS
FALLACIOUS AND MISLEADING ARGUMENTS

Chapter 49 – How Things Go Wrong and How to Put Them Right
STUDIES OF INCOMPETENCE
WHY THINGS GO WRONG — A SUMMARY
WHAT CAN YOU DO ABOUT IT?
TROUBLESHOOTING
PLANNING THE CAMPAIGN
DIAGNOSIS
TROUBLESHOOTING CHECKLIST
CURE
USING MANAGEMENT CONSULTANTS TO TROUBLESHOOT

Chapter 50 – How to Write Reports
WHAT MAKES A GOOD REPORT?
STRUCTURE
PLAIN WORDS
PRESENTATION

Appendix A – Positive or Negative Indicators of Performance
General Bibliography

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The Essential Guide To Employee Engagement: Better Business Performance Through Staff Satisfaction | by Sarah Cook | ISBN: 9780749449445. Human Capital Management. Personnel Management. Employee Welfare Program.

The Essential Guide To Employee Engagement: Better Business Performance Through Staff Satisfaction

by Sarah Cook
ISBN:9780749449445

Drawing on a wide range of case studies and examples, this book explores how managers can engage their staff to become more productive, engender greater levels of customer satisfaction, drive organizational success and retain talented employees.

Get this PDF EBook by clicking below:

The Essential Guide To Employee Engagement—Better Business Performance Through Staff Satisfaction







Preface
Chapter 1 – What is Employee Engagement?
WHAT IS EMPLOYEE ENGAGEMENT?
A DEFINITION OF EMPLOYEE ENGAGEMENT
THE POWER OF THE CUSTOMER
CUSTOMER EXPERIENCE
THE POWER OF THE EMPLOYEE
IS EMPLOYEE ENGAGEMENT A WESTERN PHENOMENON?
IDENTIFYING ACTIVELY ENGAGED EMPLOYEES
EMPLOYEE COMMITMENT AND SATISFACTION DOES NOT EQUATE TO ENGAGEMENT
ENGAGEMENT VERSUS SATISFACTION AND LOYALTY
THE BENEFITS OF EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT AND HUMAN CAPITAL MANAGEMENT
EMPLOYEE ENGAGEMENT AND THE PERCEPTION OF THE HR FUNCTION
IS EMPLOYEE ENGAGEMENT WORTH THE INVESTMENT?
Checklist

Chapter 2 – Beginning an Employee Engagement Programme
GAINING BUY-IN
THE STARTING POINT
MEASURING EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT SURVEYS
PROPRIETARY SURVEYS
DIFFERENT LEVELS OF EMPLOYEE ENGAGEMENT
ASSESS YOUR CURRENT LEVELS OF EMPLOYEE ENGAGEMENT
EXAMPLE ENGAGEMENT SURVEY QUESTIONS
POSITIONING THE SURVEY

Chapter 3 – Identifying the Key Drivers Of Engagement For Your Business
USING THE RESULTS OF EMPLOYEE ENGAGEMENT SURVEYS
FOCUS GROUP DISCUSSION ABOUT ENGAGEMENT
FEEDING BACK THE RESULTS
SUMMARIZING THE FINDINGS
IMPORTANCE AND IMPACT

Chapter 4 – Developing An Employee Engagement Strategy
THE PROCESS OF DEVELOPING A STRATEGY
THE WIFI MODEL
USING WIFI IN YOUR ORGANIZATION
HOW TO INTERPRET YOUR SCORE
TRANSFORMATIONAL CHANGE
CREATING AN EMPLOYEE ENGAGEMENT PROGRAMME
WORK BREAKDOWN STRUCTURE
FOUR STAGES OF AN EMPLOYEE ENGAGEMENT PROGRAMME
DEFINING ROLES AND RESPONSIBILITIES
THE PROJECT SCOPING PROCESS
PLANNING RESOURCES
WORKING WELL AS A PROJECT TEAM

Chapter 5 – Well-Being
WHAT IS WELL-BEING?
MOTIVATION
AFFILIATION AND MEANING
CORPORATE SOCIAL RESPONSIBILITY (CSR)
THE EMPLOYER BRAND
BRAND AND ORGANIZATIONAL VALUES
A PROCESS FOR DEFINING ORGANIZATIONAL VALUES
TRANSLATING VALUES INTO BEHAVIOURS
A REMINDER
INCREASED WORKLOAD AND STRESS LEVELS
WORK–LIFE BALANCE
THE LONG-HOURS CULTURE
DIFFERENT TYPES OF FLEXIBLE WORKING
EMPLOYEE WELFARE
JOB DESIGN AND RESOURCES
FEELING VALUED

Chapter 6 – Information
WHERE ARE WE GOING?
COMMUNICATING A CLEAR SENSE OF DIRECTION
BEING CLEAR ON TERMINOLOGY
DEVELOPING A VISION OF THE FUTURE
CREATING A COMPELLING ORGANIZATIONAL VISION
COMMUNICATING THE VISION IN AN ENGAGING MANNER
STRATEGIC GOALS
KEEPING PEOPLE INFORMED
USING DIFFERENT MEDIA
INTERNAL COMMUNICATIONS DEPARTMENT
MAKING INFORMATION INTERACTIVE AND CONTINUOUS
Key learning point
BEST PRACTICE IN INTERNAL COMMUNICATIONS
PERSONAL PRESENCE AND IMPACT
HELPING SENIOR LEADERS TO IMPROVE THEIR COMMUNICATION STYLE

Chapter 7 – Fairness
RESPECTING THE INDIVIDUAL
RECRUITMENT AND SELECTION
INDUCTION
PERFORMANCE MANAGEMENT
REVIEWING THE ‘WHAT’ AND THE ‘HOW’
LEARNING AND DEVELOPMENT
CAREER DEVELOPMENT AND SUCCESSION PLANNING
TALENT MANAGEMENT
REWARD AND RECOGNITION

Chapter 8 – Involvement
THREE LEVELS OF INVOLVEMENT
THE ROLE OF LINE MANAGERS
COACHING AND FACILITATION SKILLS
INVOLVEMENT WITH OTHER TEAMS
INVOLVEMENT WITH SENIOR MANAGERS
SENIOR MANAGERS AS ROLE MODELS
INTERNAL COMMUNICATIONS DEPARTMENTS

Chapter 9 – Agents For Change
Overview
EMPLOYEE CHAMPIONS
ABILITY TO READ THE POLITICAL LANDSCAPE
INFLUENCING SKILLS
COACHING SKILLS
MARKETING SKILLS
THE KEY ROLE OF LEADERS
LEADERSHIP PRACTICES
BUILDING EMPLOYEE ENGAGEMENT
PROVIDING ONGOING DEVELOPMENT FOR LEADERS
HELPING LEADERS IDENTIFY THEIR DEVELOPMENT NEEDS
ENGENDERING TRUST
COMMUNICATE, COMMUNICATE, COMMUNICATE
DEVELOPING LISTENING SKILLS
PERSONAL REFLECTION
USING FEEDBACK
PEOPLE JOIN ORGANIZATIONS AND LEAVE BOSSES
THE INFLUENCE OF LINE MANAGERS
SUPPORT AND CHALLENGE
THE LINK TO FEEDBACK
BELIEFS ABOUT FEEDBACK
EFFECTIVE MANAGEMENT DEVELOPMENT
WHAT TYPE OF ENVIRONMENT DO YOU CREATE?

Chapter 10 – Sustaining A Focus On Employee Engagement
ENGAGEMENT SCORES BEGINNING TO RISE
CONTINUE MEASURING AND BENCHMARKING
IS EMPLOYEE ENGAGEMENT A STRATEGIC GOAL?
EMBEDDING EMPLOYEE ENGAGEMENT
CONCLUSION

References



Further Reading

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