The Little Book of Big Management Questions provides instant solutions to the key questions that every manager asks themselves:

How can I motivate my team? How do I calculate the length of the project? How do I delegate effectively? How do I prepare a strategic plan? And many, many more.

Each question is easy to find, explains why it's important and the business thinking behind it. Then the fast, focused, expert solutions immediately empower you to take action and move forward with confidence.

The Little Book of Big Management Questions will make sure you can:

• Instantly and expertly handle a wide range of management challenges
• Be more prepared, more decisive and more in control
• Get the best from your team, the respect of your colleagues and the support of your peers
• Fully understand your responsibilities, the company you work for and your role within it.

The full text downloaded to your computer. With eBooks you can:

• search for key concepts, words and phrases
• make highlights and notes as you study
• share your notes with friends
• Print 5 pages at a time
• Compatible for PCs and MACs
• No expiry (offline access will remain whilst the Bookshelf software is installed.

eBooks are downloaded to your computer and accessible either offline through the VitalSource Bookshelf (available as a free download), available online and also via the iPad/Android app.

When the eBook is purchased, you will receive an email with your access code. Simply go to http://bookshelf.vitalsource.com/ to download the FREE Bookshelf software. After installation, enter your access code for your eBook.

Time limit

The VitalSource products do not have an expiry date. You will continue to access your VitalSource products whilst you have your VitalSource Bookshelf installed.

Dr James McGrath qualified as an accountant in 1976. For nearly 30 years he worked in both the private and public sectors as an accountant, auditor, financial controller, senior manager and management consultant. In 1998 he joined the University of Central England, where he was the course director for the MA in Education and Professional Development and taught research skills and management and leadership. He is the co-author of four previous books:Your Education Research Companion, Your Teacher Training Handbook, Your Education Leadership Handbook (all with Anthony Coles); The Little Book of Big Management Theories (with Bob Bates). In 2012 he took early retirement and now writes full time. This is his first solo book. He is a Fellow of the Association of Chartered Certified Accountants and has a BA (Hons) in Politics, an MA in Education and an EdD from the University of Birmingham, where his doctoral thesis was on management and leadership. He is a lifelong supporter of West Bromwich Albion, which, he says, will earn him a reduction in his sentence should he ever find himself in Purgatory.

• Section 1: Managing yourself
• Introduction
• Q1 What's my management style?
• Q2 Do I manage or lead people?
• Q3 What power do I have and how can I use it?
• Q4 How can I work smarter, not harder, and become more productive?
• Q5 Is it ever ok to rely on gut instinct?
• Q6 How do I become better at receiving negative feedback?
• Q7 Looking at what I do which stuff adds the most value?
• Q8 How can I manage my boss and get away with it? Q9 How do I deliver a really effective presentation?
• Q10 How can I make meetings more productive?
• Q11 How can I get everyone to contribute/speak at meetings?
• Q12 How do I delegate effectively?
• Q13 How do I make better decisions?
• Q14 How do I project a professional image?
• Q15 How do I manage my career and prepare myself for promotion?
• Section 2: Managing staff
• Introduction
• Q16 How do I win the recruitment lottery and constantly select the right people?
• Q17 How much should I know about the day to day work of my staff?
• Q18 How can I increase my team's productivity?
• Q19 How can I use staff training and development to improve performance?
• Q20 How can I stamp out recurring problems?
• Q21 How can I motivate staff?
• Q22 How do my staff perceive their relationship with management?
• Q23 How can I reward staff when the budget is tight?
• Q24 How can I handle conflict between members of staff?
• Q25 How can I give negative feedback to a member of staff without demotivating them?
• Q26 How can I get my team and myself noticed by the people that matter?
• Q27 How can I turn around an underperforming group of staff?
• Q28 What should I be doing at each stage of the change process?
• Q29 How do I deal with those people who oppose change?
• Q30 How do I set targets for myself and staff?
• Section 3: Managing projects
• Introduction
• Q31 What are the three rules of project management?
• Q32 What am I supposed to do as project leader?
• Q33 Who do I need in my project team to be successful?
• Q34 How do I build team spirit?
• Q35 How do I plan a project and set milestones?
• Q36 How do I calculate the length of the project?
• Q37 How can I minimise the risks associated with my project?
• Q38 How can I deliver the most valuable parts of the project ahead of schedule?
• Q39 How do I keep the project on time and under budget?
• Q40 How do I improve my team's effectiveness?
• Q41 How do I deal with requests from management to amend the project after it's started?
• Q42 What can I do if the project starts to go wrong?
• Q43 How can I pass on what I've learnt to other project managers?
• Section 4: Navigating the wider organisation
• Introduction
• Q44 Where do I find an organisation chart that shows how things really work?
• Q45 What is the organisation's culture and does it suit me?
• Q46 How do I ident