Synopsis
A book for people who would like to manage themselves, their time, and their business better, but are too busy to begin.
"synopsis" may belong to another edition of this title.
About the Author
Kate Keenan is a Chartered Occupational Psychologist with degrees in affiliated subjects (B.Sc., M.Phil.) and a number of qualifications in others.
She founded Keenan Research, an industrial psychology consultancy, in 1978. The work of the consultancy is fundamentally concerned with helping people to achieve their potential and make a better job of their management.
By devising work programmes for companies she enables them to target and remedy their managerial problems - from personnel selection and individual assessment to team building and attitude surveys. She believes in giving priority to training the managers to institute their own programmes, so that their company resources are developed and expanded.
Convinced that planning plays a central part in successful management, she is well aware that putting good intentions to work is a disciplined, but rewarding, process. So much so, that she now makes plans for the fun of it.
She founded Keenan Research, an industrial psychology consultancy, in 1978. The work of the consultancy is fundamentally concerned with helping people to achieve their potential and make a better job of their management.
By devising work programmes for companies she enables them to target and remedy their managerial problems - from personnel selection and individual assessment to team building and attitude surveys. She believes in giving priority to training the managers to institute their own programmes, so that their company resources are developed and expanded.
Convinced that planning plays a central part in successful management, she is well aware that putting good intentions to work is a disciplined, but rewarding, process. So much so, that she now makes plans for the fun of it.
From the Back Cover
A book for people who would like to manage themselves, their time, and their business better, but are too busy to begin.
This guide shows what Planning involves and what you need to do to achieve your objectives.
When you have read this book: you will know the formula for planning; you will understand what to do to make a plan; you will have the ability to put a plan into practice.
This guide shows what Planning involves and what you need to do to achieve your objectives.
When you have read this book: you will know the formula for planning; you will understand what to do to make a plan; you will have the ability to put a plan into practice.
Excerpt. © Reprinted by permission. All rights reserved.
The Management Guide to Planning
By Keenan, KateOval Books
Copyright © 1999 Keenan, KateAll right reserved.
ISBN: 1902825799
Know yourself
If you throw yourself into your business without determining specifically what you want to do, you will almost certainly be dissipating your efforts.
Always plan
When you are very busy, it is easy to convince yourself that getting on with the job is your first priority and that having a plan is an optional extra which you might get around to at some time or another. This excuse for not planning may be covering other fundamental reasons for not doing so.
Look ahead
By anticipating where things could go wrong, you have a chance to prepare yourself for any given situation. "If I can't prevent that, I'll do this." Having a contingency plan is a form of security blanket. It allows you to feel confident of coping should crises arise.
Size doesn't matter
Most plans look daunting because of their size and complexity. But if you break down your plan into separate stages, the whole thing will become much easier to tackle. Remember the answer to the riddle: How do you eat an elephant? Take small bites. Having a contingency plan is a form of security blanket. It allows you to feel confident of coping should crises arise.
If you throw yourself into your business without determining specifically what you want to do, you will almost certainly be dissipating your efforts.
Always plan
When you are very busy, it is easy to convince yourself that getting on with the job is your first priority and that having a plan is an optional extra which you might get around to at some time or another. This excuse for not planning may be covering other fundamental reasons for not doing so.
Look ahead
By anticipating where things could go wrong, you have a chance to prepare yourself for any given situation. "If I can't prevent that, I'll do this." Having a contingency plan is a form of security blanket. It allows you to feel confident of coping should crises arise.
Size doesn't matter
Most plans look daunting because of their size and complexity. But if you break down your plan into separate stages, the whole thing will become much easier to tackle. Remember the answer to the riddle: How do you eat an elephant? Take small bites. Having a contingency plan is a form of security blanket. It allows you to feel confident of coping should crises arise.
Continues...
Excerpted from The Management Guide to Planningby Keenan, Kate Copyright © 1999 by Keenan, Kate. Excerpted by permission.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
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