What do you think?
Rate this book
How to Be an Even Better Manager: A Complete A to Z of Proven Techniques & Essential Skills
* Fully revised new edition of the best-selling management guide
368 pages, Paperback
First published January 1, 1983
44 people are currently reading
268 people want to read
About the author
Michael Armstrong
225 books35 followersMichael Armstrong is a 30+ year veteran of the shopping centre industry in Australia, but his time hanging about in shopping centres began as a child when his father was appointed as the first Centre Manager of Phoenix Park shopping centre in the seventies, and then in his teens when he ran the family ice-cream shop.
He began his career leasing shops in Perth as a 20-year-old, rising through the leasing ranks to deliver multiple shopping centre projects, eventually rising to lead the retail leasing teams at Jones Lang LaSalle and Mirvac nationally.
He ultimately ran Jones Lang LaSalle’s national shopping centre business and Mirvac’s national shopping centre division prior to becoming a property consultant. Since then, he has leased shopping centres, helped revitalise The Rocks, and represented the government on the new Sydney Fish Markets development.
The Mall is Michael's first novel. He is finalising the follow-up, Siren, for release in late 2025.
He currently works as a Property Consultant.
He began his career leasing shops in Perth as a 20-year-old, rising through the leasing ranks to deliver multiple shopping centre projects, eventually rising to lead the retail leasing teams at Jones Lang LaSalle and Mirvac nationally.
He ultimately ran Jones Lang LaSalle’s national shopping centre business and Mirvac’s national shopping centre division prior to becoming a property consultant. Since then, he has leased shopping centres, helped revitalise The Rocks, and represented the government on the new Sydney Fish Markets development.
The Mall is Michael's first novel. He is finalising the follow-up, Siren, for release in late 2025.
He currently works as a Property Consultant.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 14 of 14 reviews
September 13, 2008
TO MANAGE, OR NOT TO MANAGE: THAT IS THE QUESTION- AND THIS IS THE BEST ANSWER TO MANAGING MANAGEMENT WHATEVER YOU DO!
Michael Armstrong’s book has been a phenomenal success since it first appeared in 1983 as ‘How to be a Better Manager’. Yep, it has grown from strength to strength with each edition selling very well with a tally of over 120,000 copies sold so far.
And its success is well-deserved.
It is the book I do see at railway station bookstalls for the traveller who doesn’t want something too intellectually heavy for his business journey, but wants to be well briefed before his next hairy meeting in a relaxed sort of way on the journey to the appointment.
It is four years since the sixth edition came out, and Michael Armstrong has updated this impressive work in some detail. His fifty key aspects of management have undergone extensive and necessary revision.
Armstrong has included eight new chapters dealing with how to achieve continuous improvement (so important for the zealous regulator of today), how to delight (make sure you control the jokes), how to manage risk (very important for solicitors), how to prepare customers and make a business case (the life-blood of the advocate), how to create a business plan (most important for barristers), and how to recover from setbacks (extremely important for advocates!)
Lawyers are managers and small businesses, and must have the skills outlined by Armstrong to be a success when they go up one notch to run (in other words, to manage) a case in court…. and succeed. The demands made on us in today’s uncertain, demanding and turbulent world are on the increase. We are all in need of professional development at all times to keep abreast of new reforms which we need to brush up on and be current, and this book gives us the tips on practical management which will be of special interest to employment lawyers.
There is a great deal of common sense in this book and it will certainly reinforce the views of many of how modern management is managed. The 50 areas covered are self-contained, falling into three areas: managing people, managing activities and processes, and your own management and development (CPD).
The Foreword says this handbook is particularly useful for NVQs, PGCEs and CIPD/human resources functions but, for the lawyer and general reader, it goes further as it helps with the profiling of people whom we meet as clients as well as those we manage in our firms or chambers.
I liked the appendix in particular with its coverage of positive or negative indicators of performance which will be great for those entering conditional fee agreements and compiling risk assessments. Also, the general bibliography gives an informative reading list which shows the knowledge Michael Armstrong has given to us with this fine statement of how management works.
The purpose of continuous personal professional development (CPPD) and current reflective practice will help business people (including lawyers) build up their managerial knowledge and skills in most current situations we face with the splendid guidelines offered. This title is the best answer to managing management today.
PHILLIP TAYLOR MBE LL.B (Hons) PGCE Barrister-at-Law
Richmond Green Chambers
Michael Armstrong’s book has been a phenomenal success since it first appeared in 1983 as ‘How to be a Better Manager’. Yep, it has grown from strength to strength with each edition selling very well with a tally of over 120,000 copies sold so far.
And its success is well-deserved.
It is the book I do see at railway station bookstalls for the traveller who doesn’t want something too intellectually heavy for his business journey, but wants to be well briefed before his next hairy meeting in a relaxed sort of way on the journey to the appointment.
It is four years since the sixth edition came out, and Michael Armstrong has updated this impressive work in some detail. His fifty key aspects of management have undergone extensive and necessary revision.
Armstrong has included eight new chapters dealing with how to achieve continuous improvement (so important for the zealous regulator of today), how to delight (make sure you control the jokes), how to manage risk (very important for solicitors), how to prepare customers and make a business case (the life-blood of the advocate), how to create a business plan (most important for barristers), and how to recover from setbacks (extremely important for advocates!)
Lawyers are managers and small businesses, and must have the skills outlined by Armstrong to be a success when they go up one notch to run (in other words, to manage) a case in court…. and succeed. The demands made on us in today’s uncertain, demanding and turbulent world are on the increase. We are all in need of professional development at all times to keep abreast of new reforms which we need to brush up on and be current, and this book gives us the tips on practical management which will be of special interest to employment lawyers.
There is a great deal of common sense in this book and it will certainly reinforce the views of many of how modern management is managed. The 50 areas covered are self-contained, falling into three areas: managing people, managing activities and processes, and your own management and development (CPD).
The Foreword says this handbook is particularly useful for NVQs, PGCEs and CIPD/human resources functions but, for the lawyer and general reader, it goes further as it helps with the profiling of people whom we meet as clients as well as those we manage in our firms or chambers.
I liked the appendix in particular with its coverage of positive or negative indicators of performance which will be great for those entering conditional fee agreements and compiling risk assessments. Also, the general bibliography gives an informative reading list which shows the knowledge Michael Armstrong has given to us with this fine statement of how management works.
The purpose of continuous personal professional development (CPPD) and current reflective practice will help business people (including lawyers) build up their managerial knowledge and skills in most current situations we face with the splendid guidelines offered. This title is the best answer to managing management today.
PHILLIP TAYLOR MBE LL.B (Hons) PGCE Barrister-at-Law
Richmond Green Chambers
August 11, 2022
That book really helped me out when I first became a General Manager of a company; it has easy and simple techniques and yet powerful to apply.
December 19, 2023
The book is a good summary on management. The book emphasizes that delegation is a key skill for managers, but it's important to remember that not everything can be delegated. Managers are responsible for getting results and sometimes have to make tough decisions while balancing the need to give people space and time to make mistakes. At other times, they must be prepared to say no. It's difficult for managers to get willing cooperation instead of grudging submission, especially in a volatile and uncertain workplace.
January 20, 2022
Konkreti, lengvai skaitoma knyga. Man šiek tiek priminė KETo technikas, ypač skirtos laiko planavimui, bendravimui, konfliktų sprendimui, asertyvumui. Naudinga savipagalbos knyga tiek kaip terapeutei, tiek kaip vadovei.
August 30, 2017
Some interesting techniques to be used in daily management tasks.
February 9, 2022
Good book on management - simple and concise.
February 20, 2021
This book is like a short and consise course for managers, like a short encyclopedia of different sizes of management. In fact, there is a lot of information to absorb if you are a newbie in management or you have not touched some areas of this job. I have found case studies very useful. This book can be very helpful for corporate managers and entrepreneurs alike because when a company grows being a good manager is a great asset.
September 13, 2008
TO MANAGE, OR NOT TO MANAGE: THAT IS THE QUESTION- AND THIS IS THE BEST ANSWER TO MANAGING MANAGEMENT FOR ALL CONCERNED!
Michael Armstrong’s book has been a phenomenal success since it first appeared in 1983 as ‘How to be a Better Manager’. Yep, it has grown from strength to strength with each edition selling very well with a tally of over 120,000 copies sold so far. And its success is well-deserved.
It is the book I do see at railway station bookstalls for the traveller who doesn’t want something too intellectually heavy for his business journey, but wants to be well briefed before his next hairy meeting in a relaxed sort of way on the journey to the appointment.
It is four years since the sixth edition came out, and Michael Armstrong has updated this impressive work in some detail. His fifty key aspects of management have undergone extensive and necessary revision.
Armstrong has included eight new chapters dealing with how to achieve continuous improvement (so important for the zealous regulator of today), how to delight (make sure you control the jokes), how to manage risk (very important for solicitors), how to prepare customers and make a business case (the life-blood of the advocate), how to create a business plan (most important for barristers), and how to recover from setbacks (extremely important for advocates!)
Lawyers are managers and small businesses, and must have the skills outlined by Armstrong to be a success when they go up one notch to run (in other words, to manage) a case in court…. and succeed. The demands made on us in today’s uncertain, demanding and turbulent world are on the increase. We are all in need of professional development at all times to keep abreast of new reforms which we need to brush up on and be current, and this book gives us the tips on practical management which will be of special interest to employment lawyers.
There is a great deal of common sense in this book and it will certainly reinforce the views of many of how modern management is managed. The 50 areas covered are self-contained, falling into three areas: managing people, managing activities and processes, and your own management and development (CPD).
The Foreword says this handbook is particularly useful for NVQs, PGCEs and CIPD/human resources functions but, for the lawyer and general reader, it goes further as it helps with the profiling of people whom we meet as clients as well as those we manage in our firms or chambers.
I liked the appendix in particular with its coverage of positive or negative indicators of performance which will be great for those entering conditional fee agreements and compiling risk assessments. Also, the general bibliography gives an informative reading list which shows the knowledge Michael Armstrong has given to us with this fine statement of how management works.
The purpose of continuous personal professional development (CPPD) and current reflective practice will help business people (including lawyers) build up their managerial knowledge and skills in most current situations we face with the splendid guidelines offered. This title is the best answer to managing management today.
PHILLIP TAYLOR MBE LL.B (Hons) PGCE Barrister-at-Law
Richmond Green Chambers
Michael Armstrong’s book has been a phenomenal success since it first appeared in 1983 as ‘How to be a Better Manager’. Yep, it has grown from strength to strength with each edition selling very well with a tally of over 120,000 copies sold so far. And its success is well-deserved.
It is the book I do see at railway station bookstalls for the traveller who doesn’t want something too intellectually heavy for his business journey, but wants to be well briefed before his next hairy meeting in a relaxed sort of way on the journey to the appointment.
It is four years since the sixth edition came out, and Michael Armstrong has updated this impressive work in some detail. His fifty key aspects of management have undergone extensive and necessary revision.
Armstrong has included eight new chapters dealing with how to achieve continuous improvement (so important for the zealous regulator of today), how to delight (make sure you control the jokes), how to manage risk (very important for solicitors), how to prepare customers and make a business case (the life-blood of the advocate), how to create a business plan (most important for barristers), and how to recover from setbacks (extremely important for advocates!)
Lawyers are managers and small businesses, and must have the skills outlined by Armstrong to be a success when they go up one notch to run (in other words, to manage) a case in court…. and succeed. The demands made on us in today’s uncertain, demanding and turbulent world are on the increase. We are all in need of professional development at all times to keep abreast of new reforms which we need to brush up on and be current, and this book gives us the tips on practical management which will be of special interest to employment lawyers.
There is a great deal of common sense in this book and it will certainly reinforce the views of many of how modern management is managed. The 50 areas covered are self-contained, falling into three areas: managing people, managing activities and processes, and your own management and development (CPD).
The Foreword says this handbook is particularly useful for NVQs, PGCEs and CIPD/human resources functions but, for the lawyer and general reader, it goes further as it helps with the profiling of people whom we meet as clients as well as those we manage in our firms or chambers.
I liked the appendix in particular with its coverage of positive or negative indicators of performance which will be great for those entering conditional fee agreements and compiling risk assessments. Also, the general bibliography gives an informative reading list which shows the knowledge Michael Armstrong has given to us with this fine statement of how management works.
The purpose of continuous personal professional development (CPPD) and current reflective practice will help business people (including lawyers) build up their managerial knowledge and skills in most current situations we face with the splendid guidelines offered. This title is the best answer to managing management today.
PHILLIP TAYLOR MBE LL.B (Hons) PGCE Barrister-at-Law
Richmond Green Chambers
October 5, 2008
HOW TO MANAGE, OR NOT TO MANAGE: THAT IS THE QUESTION-
AND THIS IS THE BEST ANSWER TO MANAGING MANAGEMENT!
Michael Armstrong’s book has been a phenomenal success since it first appeared in 1983 as ‘How to be a Better Manager’. Yep, it has grown from strength to strength with each edition selling very well with a tally of over 120,000 copies sold so far. And its success is well-deserved.
It is the book I do see at railway station bookstalls for the traveller who doesn’t want something too intellectually heavy for his business journey, but wants to be well briefed before his next hairy meeting in a relaxed sort of way on the journey to the appointment.
It is four years since the sixth edition came out, and Michael Armstrong has updated this impressive work in some detail. His fifty key aspects of management have undergone extensive and necessary revision.
Armstrong has included eight new chapters dealing with how to achieve continuous improvement (so important for the zealous regulator of today), how to delight (make sure you control the jokes), how to manage risk (very important for solicitors), how to prepare customers and make a business case (the life-blood of the advocate), how to create a business plan (most important for barristers), and how to recover from setbacks (extremely important for advocates!)
Lawyers are managers and small businesses, and must have the skills outlined by Armstrong to be a success when they go up one notch to run (in other words, to manage) a case in court…. and succeed. The demands made on us in today’s uncertain, demanding and turbulent world are on the increase. We are all in need of professional development at all times to keep abreast of new reforms which we need to brush up on and be current, and this book gives us the tips on practical management which will be of special interest to employment lawyers.
There is a great deal of common sense in this book and it will certainly reinforce the views of many of how modern management is managed. The 50 areas covered are self-contained, falling into three areas: managing people, managing activities and processes, and your own management and development (CPD).
The Foreword says this handbook is particularly useful for NVQs, PGCEs and CIPD/human resources functions but, for the lawyer and general reader, it goes further as it helps with the profiling of people whom we meet as clients as well as those we manage in our firms or chambers.
I liked the appendix in particular with its coverage of positive or negative indicators of performance which will be great for those entering conditional fee agreements and compiling risk assessments. Also, the general bibliography gives an informative reading list which shows the knowledge Michael Armstrong has given to us with this fine statement of how management works.
The purpose of continuous personal professional development (CPPD) and current reflective practice will help business people (including lawyers) build up their managerial knowledge and skills in most current situations we face with the splendid guidelines offered. This title is the best answer to managing management today.
PHILLIP TAYLOR MBE LL.B (Hons) PGCE Barrister-at-Law.
Richmond Green Chambers.
AND THIS IS THE BEST ANSWER TO MANAGING MANAGEMENT!
Michael Armstrong’s book has been a phenomenal success since it first appeared in 1983 as ‘How to be a Better Manager’. Yep, it has grown from strength to strength with each edition selling very well with a tally of over 120,000 copies sold so far. And its success is well-deserved.
It is the book I do see at railway station bookstalls for the traveller who doesn’t want something too intellectually heavy for his business journey, but wants to be well briefed before his next hairy meeting in a relaxed sort of way on the journey to the appointment.
It is four years since the sixth edition came out, and Michael Armstrong has updated this impressive work in some detail. His fifty key aspects of management have undergone extensive and necessary revision.
Armstrong has included eight new chapters dealing with how to achieve continuous improvement (so important for the zealous regulator of today), how to delight (make sure you control the jokes), how to manage risk (very important for solicitors), how to prepare customers and make a business case (the life-blood of the advocate), how to create a business plan (most important for barristers), and how to recover from setbacks (extremely important for advocates!)
Lawyers are managers and small businesses, and must have the skills outlined by Armstrong to be a success when they go up one notch to run (in other words, to manage) a case in court…. and succeed. The demands made on us in today’s uncertain, demanding and turbulent world are on the increase. We are all in need of professional development at all times to keep abreast of new reforms which we need to brush up on and be current, and this book gives us the tips on practical management which will be of special interest to employment lawyers.
There is a great deal of common sense in this book and it will certainly reinforce the views of many of how modern management is managed. The 50 areas covered are self-contained, falling into three areas: managing people, managing activities and processes, and your own management and development (CPD).
The Foreword says this handbook is particularly useful for NVQs, PGCEs and CIPD/human resources functions but, for the lawyer and general reader, it goes further as it helps with the profiling of people whom we meet as clients as well as those we manage in our firms or chambers.
I liked the appendix in particular with its coverage of positive or negative indicators of performance which will be great for those entering conditional fee agreements and compiling risk assessments. Also, the general bibliography gives an informative reading list which shows the knowledge Michael Armstrong has given to us with this fine statement of how management works.
The purpose of continuous personal professional development (CPPD) and current reflective practice will help business people (including lawyers) build up their managerial knowledge and skills in most current situations we face with the splendid guidelines offered. This title is the best answer to managing management today.
PHILLIP TAYLOR MBE LL.B (Hons) PGCE Barrister-at-Law.
Richmond Green Chambers.
August 15, 2016
originally in print - Today's Manager Issue 2 2016 / http://m360.sim.edu.sg/article/Pages/...
Be the Best Manager… Ever
NINE editions, read that and weep. This shows that Mr Michael Armstrong keeps thoroughly refining and updating what is known as a complete “A to Z” list of proven techniques and essential skills.
Now if you have never heard of him, it is about time you did. With more than 130,000 copies sold globally and in over 17 languages, you know that you are dealing with an expert in his field.
This book brings about a massive ten new chapters that provide advice on how to deal with not just the basic requirements of a manager (like dealing with budgets) but also, tips on how to be an aspiring manager, especially when it comes to dealing with the diverse workforce like the one we have today.
Clearly written, with graphs, tables, and the like, this is useful not just for the new manager but also the manager who has held the realm for years and needs a timely refresher. This book will not make you an instant manager, but it will definitely equip you with managerial knowledge and some skills. There are different sections that look at general management to personal skills so there is likely to be something that a new or current manager can learn from.
Definitely a book one needs to pick up and refer to, especially the chapter on dealing with office politics.
Be the Best Manager… Ever
NINE editions, read that and weep. This shows that Mr Michael Armstrong keeps thoroughly refining and updating what is known as a complete “A to Z” list of proven techniques and essential skills.
Now if you have never heard of him, it is about time you did. With more than 130,000 copies sold globally and in over 17 languages, you know that you are dealing with an expert in his field.
This book brings about a massive ten new chapters that provide advice on how to deal with not just the basic requirements of a manager (like dealing with budgets) but also, tips on how to be an aspiring manager, especially when it comes to dealing with the diverse workforce like the one we have today.
Clearly written, with graphs, tables, and the like, this is useful not just for the new manager but also the manager who has held the realm for years and needs a timely refresher. This book will not make you an instant manager, but it will definitely equip you with managerial knowledge and some skills. There are different sections that look at general management to personal skills so there is likely to be something that a new or current manager can learn from.
Definitely a book one needs to pick up and refer to, especially the chapter on dealing with office politics.
December 20, 2007
wahhhh, ini buku kenangan... Dahulu kala, maksud hati melamar kerja jadi staf biasa, diterimanya malah jadi manager. Supaya enggak kelihatan terlalu bodoh, saya langsung ke Kharisma nyari buku guidance jadi manager. Ketemulah buku ini...huahahaha... yang jelas ternyata buku ini enggak saya praktekin tuh. Memang sudah terbukti, teori dan praktek lapangan itu berbeda...
May 4, 2013
Very useful guidelines, techniques and essential skills.
March 31, 2013
for an assigned book, it wasn't terrible, but it wasn't entertaining either. just glad I'm done with it.
May 7, 2018
This was such a good book for leaders in the workplace who need to improve their management and leadership skills. There were examples of practical management strategies to learn from.
Displaying 1 - 14 of 14 reviews