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Professional eBook

People Management & Interpersonal Skills

People Skills for Managers

Language:  English
A good manager will coach their employees to reach their full potential. Coaching, mentoring, training and counselling are similar but different.
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  • Introduction
  1. Team Management
    1. Development Stages
    2. Team Roles 
    3. Functions
    4. Line Manager as Facilitator
    5. Traits for Facilitation
    6. Facilitation Process 
    7. Intervention
    8. Group Think 
    9. Team Skills
    10. Team Building 
    11. Summary 
    12. Five Steps to Improve Your Team Building Skills
  2. Coaching
    1. Difference between Coaching, Mentoring, Training & Counselling 
    2. Why Coach? 
    3. COACH Model 
    4. Coaching Skills
    5. Relationship of Coach to Learner 
    6. Summary 
    7. Five Steps to Improve Your Coaching Skills 
  • Acknowledgements
  • About the author 
  • References and bibliography

Managers need team building skills as most employees in organisations now work in teams. Team development goes through five stages: norming, forming, storming, performing and adjourning. People adopt different roles within teams to make them more effective. Managers need facilitation skills to operate successfully. Group leaders should be aware of the possible detrimental impact of group think on teams. A good manager will coach their employees to reach their full potential. There are similarities and differences between coaching, mentoring, training and counselling. All of these approaches are used to improve the productivity of managers and staff.

About the author

Samuel A Malone is a self-employed training consultant, lecturer and author. He has published numerous journal articles in the fields of learning, study skills, personal development, motivation and management. He is the author of 28 books published in Ireland, the UK and abroad on learning, personal development, study skills and business management. Some of his books have gone into foreign translations including Russian, Spanish, Danish and Norwegian, and second editions. Some of his books have been published in India. He has an M.Ed. with distinction (in training and development) from the University of Sheffield and is a qualified Chartered Management Accountant (ACMA), Chartered Global Management Accountant (CGMA) and a Chartered Secretary (ACIS) and a Member of the Irish Institute of Industrial Engineers (MIIE). He is a fellow of the Irish Institute of Training and Development (FIITD).

About the Author

Samuel A. Malone