As authors, Rees and Porter have considerable combined experience in practical management (and theory) and management training which covers industry, commerce, consultancy and academia. In sharing this experience the authors highlight the fact that their theme has been to write about what the reader needs to know, not what the authors know. The fifth edition of this text appears to have undergone considerable revision and updating and contains additional material covering the impact of globalisation, diversity issues and information technology as they affect both organisations and individuals. As the authors state, “every chapter has been revised in the light of recent developments” to take account of the increased pace of change. This promise is delivered throughout the book.
The text summarises the basic skills of management in a readable and practical manner which provides a good blend of theory and practice. Potential readership is for aspiring and practising managers from any discipline or specialisation and for students interested in learning more about the basics of management. The authors state in their conclusion that the book is intended to provide a sound base for the development of a range of critical management skills.
Whilst the text gives a general overview of core management skills, each chapter can be read as a free standing item for readers wishing to have information on a specific topic. As such, each chapter is structured in a similar manner containing:
- 1.
(1) learning outcomes;
- 2.
(2) an introduction;
- 3.
(3) the main text;
- 4.
(4) a summary;
- 5.
(5) self assessment questions (related to each learning outcome);
- 6.
(6) specifically identified as well as general references.
Within the “how to use the book” section of the text there are useful guidance notes for tutors and an invitation to contact the authors to access teaching materials in the form of case studies, exercises and diagrams. Similarly, the book can be used as a manual for in‐house courses. Additionally the text makes reference in each chapter to an external Web site where the reader can access case studies and exercise materials which can be used alongside the book. These are detailed in a section on supplementary resources.
The book is divided into 16 chapters. Whilst the first four chapters deal with “Managers and their background”, “Identifying the manager’s job”, “The manager and the organisation”, and “Managerial style”, subsequent chapters, (particularly those from chapters 8 to 16) cover Communication. This involves looking at practice and issues relating to Selection, Appraisal, Training, Counselling, Discipline, Employee Relations, Negotiating Skills and Meetings and Chairing. Throughout, sub headings, bullet points and boxed examples are used to focus the reader and maintain interest.
Experienced managers and students may find the level of theory to be quite basic. However, the authors have succesfully identified a range of both established and more up to date references, which place the book as a real revision of content, rather than merely claiming to do so by adding a few new references. I would have preferred to see a description of Belbin’s Team Roles using the new rather than old titles, but this was only a minor point in an otherwise interesting and informative read.
The authors, within their conclusion express the view that a key skill which managers need to develop is that of diagnostic skills. Whilst giving a health warning that the book is not intended to provide a set of prescriptive remedies, the text does give the reader a useful starting point to such diagnosis, in the form of guided self reflection. The reader will potentially find the self assessment questions and boxed examples in each chapter to be an aid to such a process.
Overall, the book is user friendly in terms of writing style and provides a thought provoking approach to practical management skills and change management. At 400 pages and realistically priced, the book provides good value for money to those seeking to find out more about the world of management.
