Pedler, Mike A Manager's Guide to Self-Development (0077149882)

A Manager's Guide to Self-Development has become the indispensable guide for building management skills

Now in its sixth and substantially revised edition, this practical self-development guide helps new and experienced managers and leaders to improve their performance, advance their careers and realize their full potential. It provides:

• A complete picture of the managerial skills and competencies required from change management to coaching
• A flexible, self-development programme to do alone, with a colleague, or in a group

Key features:

• Part Three features more than 55 practical activities, with references and follow up activities to help you develop your skills and abilities
• 4 new activities including Planning & Decisions Making, Virtual Leadership, Critical Thinking and Reflective Practice
• Radically updated 'Career/Life-Planning Activity' chapter featuring a more personal, self-developmental approach
• New 'Trainer's Guide' offering guidance on how to structure sessions and use the activities with groups

'Fads and fashions in management development come and go but this is an ever-reliable source ofinspiration. This is a book that puts the power to act in the hands and heads of leaders and managersthemselves.'
Professor Jeff Gold, Leeds Business School, Leeds Metropolitan University, UK

'Ideal for students of Business and Organisational Management at undergraduate and postgraduate levels and is equally suitable for both younger managers in the early parts of their career and experienced managers wishing to refresh their personal qualities after some years of operational experience. I read the first edition 35 years ago and have seen a generation of managers, trainers and consultants use it to develop successful careers. It is equally relevant in its new updated form for contemporary managers since it deals with fundamental principles of personal development. The trainers' guide is an especially welcome addition, as are the new activities.'
Barry Curnow, Head of Human Resources & Organisational Behaviour Department, University of Greenwich Business School, UK

'The book makes an unanswerable case for managers to engag