Spotting fraud. (Checklist 050).
This checklist is about how to spot fraud. The focus is on how an
organisation, whether in the private or public sector, can put simple
measures in place to prevent fraud. The underlying idea . . .
Performing a SWOT analysis. (Checklist 005).(Strengths Weaknesses
Opportunities Threats)
This checklist is for those carrying out, or participating in, a
SWOT analysis, SWOT being the acronym for Strengths Weaknesses
Opportunities Threats. It is a simple, popular technique which can . . .
Internal audit. (Checklist 049).
This checklist is designed to help managers tackle the process of
an internal audit within their organisation or department. Internal
audit is an essential part of business life, but not all . . .
Empowerment. (Checklist 048).(moving towards a culture of
empowerment in an organization)
This checklist has been designed to help line managers move towards
a culture of empowerment in their organisation.
Empowerment should be seen not as a one-off event, rather as a
climate, . . .
Managing (your relationship with) your boss. (Checklist
047).
This checklist is for those who wish, or need, to manage the
relationship with their boss more effectively.
The relationship a manager has with his/her boss is of fundamental
importance to their . . .
Handling conflict situations. (Checklist 046).
* This checklist examines the approach to personal conflict and is
designed to help line managers handle conflict when it arises.
Conflict may have many of different roots and causes . . .
Fund raising. (Checklist 045).(handling corporate fund raising
for the first time)
This checklist is a guide for managers handling corporate fund
raising for the first time. The economic recession, cuts in government
grants and, arguably, the National Lottery have placed enormous . . .
Managing a secondment. (Checklist 044).
This checklist is designed to help managers in small, medium-sized
or voluntary organisations to get the best from a secondee to their
organisation. It is addressed to the manager responsible for . . .
Controlling a budget. (Checklist 043).
This checklist is for all managers who have budgetary
responsibility. Budgetary control is at the heart of many managers'
jobs. The skills of budgetary control are increasingly being valued . . .
Drawing up a budget. (Checklist 042).
This checklist is for managers who have responsibility for drawing
up and presenting a budget.
Budgeting is at the heart of the way organisations measure what
they want to achieve. It is a key . . .
Leading from the middle. (Checklist 041).(fundamentals of
leadership explained)
This checklist has been designed to explain the fundamentals of
leadership. In today's fast changing organisational and business
world, leadership is increasingly being seen as a key to . . .
Implementing an effective change programme. (Checklist
040).
This checklist is intended for those who have mapped a change
programme for the organisation [Checklist 38 deals with mapping an
effective change programme] and are now ready to implement it. . . .
Preparing for ISO 9000. (Checklist 004).(implementation of a
Quality Management System)
This checklist is for managers involved with the implementation of
a Quality Management System (QMS) within their organisation, based on
ISO 9000, within their organisation and describes the . . .
Planning a conference. (Checklist 039).
This checklist is for those who are responsible for planning a
conference. Conferences can be productive and memorable if they achieve
the objectives of both the organisation and the . . .
Mapping an effective change programme. (Checklist 038).
This checklist provides an introduction for anyone planning to
implement change within the organisation. It covers any type of change
programme. Its aim is to assist in the planning process by . . .
Managing staff turnover and retention. (Checklist 037).
This checklist is designed to help the manager analyse, understand
and manage staff turnover.
Labour turnover fluctuates with the economic cycle so that during a
recession, labour turnover often . . .
Conducting a performance appraisal. (Checklist 036).
This checklist is for those managers responsible for performance
appraisals.
Management Standards
This checklist has relevance to the MSC National Occupational
Standards for Management: Key . . .
Managing projects. (Checklist 035).
This checklist outlines the steps in project management and
provides a framework of sequential action for the manager undertaking a
project.
Project management is recognised as a special process . . .
Stress management: self first. (Checklist 034).
This checklist is designed to help individuals recognise symptoms
of stress and sources of pressure and identify coping strategies.
Successive waves of downsizing, closures and reorganizations . . .
How to succeed at interviews. (Checklist 033).
This checklist is for those who want to improve their performance,
and ultimately their success, at selection interviews.
Management Standards
This checklist has relevance for the MSC National . . .
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