Management by Permission: Managing People in the 21st Century

This book shows that in today’s business world managers can only successfully lead with the active cooperation and consent of their staff. It presents a practical, four-pronged approach to successful management, drawing on the authors’ combined research, consulting and managerial experience in more than twenty countries. Once a manager gets the four main ingredients right - (1) getting things under control; (2) establishing expectations; (3) running interference; and (4) developing people - everything else falls into place. Far from being unpleasant and stressful, managing others becomes rewarding and even fun. The book concludes by explaining how to use the four ingredients to ensure that your own manager is also managing you effectively.

＂If you have time for only one management book in your life, Management by Permission would be an outstanding choice.＂
Greg Thompson, President, Markel Specialty

＂In this readable and practical book the authors spell out the key challenges facing managers and how they can address them. The central question is how you win permission to manage - in straightforward language this book shows you how.＂
Rob Goffee, Emeritus Professor, London Business School

＂A page-turner ... a strong candidate for ’Management Book of the Year.’＂
Professor Stephen J. Perkins, Dean, London Guildhall Faculty of Business & Law

＂A ’must read’ for anyone on the line management ladder.＂
Dr Janine-Nicole Desai, Regional HR Director, Hilton Worldwide

Dr Tony McNulty is a graduate of King’s College, London, and holds a PhD in Organizational Behaviour from London Business School. He is a former faculty member at INSEAD Business School in France, where he spent three years as a researcher. With a background in strategy implementation, organization change and development, his twenty-five years’ experience in a variety of international organizations includes four years’ full-time employment in France, USA and Spain. He is Managing Director of McNulty Management Consultants and an Honorary Visiting Professor at a London business School, where he also sits on the Faculty Advisory Board.

Rob Marks started his working life in engineering research and development where he gained wide experience in functional and project management. After twenty years in a range of line management jobs, he developed his career into mainline HR, specializing principally in the development, coaching and retention of managers, professionals and high potentials within an international firm. For the last fifteen years he has worked as a management and organizational consultant.