How to be an even better manager, eighth edition by Michael Armstrong

By Michael Armstrong

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Extra resources for How to be an even better manager, eighth edition

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Being conditioned to think sequentially rather than laterally and looking for the ‘best’ idea, not different ideas. ’ Lack of effort in challenging the obvious – it is tempting to slip into the easy solution. Evaluating too quickly – jumping to conclusions and not giving yourself enough time to allow your imagination to range freely over other possible ways of looking at things. A tendency to conform – to give the answer expected. Fear of looking foolish or being put down. How to develop your ability to think creatively If you want to think more creatively, the first thing to do is to analyse yourself.

Use it selectively, where there seems to be ample scope for different ideas. It will not solve all your problems but can help you to crash through the barriers erected by the traditional approaches to decision-making. Remember that however creative you are, what you finally decide on has to work.

This is done by assuming different levels of activity and preparing cost and overhead budgets for each level. The control of a flexible budget is carried out on the same basis as any other control process; that is to say, actuals are compared with budget to show any variance. However, the budget with which the actuals are compared is the adjusted budget based on actual activity levels. Budgetary control Expenditures against budget have to be monitored by the budget holder so that variances can be dealt with in good time.

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