Have you noticed? In study, work and play, everyone needs their motivation, ability, and confidence to be in place — to the same high degree — for success to follow.

First, we must want to do things — our 'motivation' is key. Managers need to bring out the best in others — that is, motivation building in people. Second, we might be willing but if we don't know how to do the job, it won't get done — our 'ability' unlocks our potential. Managers need to help others learn — that is, ability building in people. Third, our tasks don't get done without self-assurance and belief in ourselves — our 'confidence'. Managers need to develop self-reliance in others — that is, confidence building in people.

This book favours a case study approach drawing on everyday situations giving both management students and seasoned practitioners clear and easy-to-relate-to situations. Easily accessible, this text is in five sections, each with a companion webpage for management students, tutors and practitioners to explore the subject further:

• An overview of managing people.


• Motivation — what is it and how do we judge whether people are motivated? Practical approaches first are underpinned with 100 years of theory. Mackay's Motivation Development Model shows how to take a personwho is clearly un-motivated through to where they are motivated to go above and beyond their job brief.



• Ability building explores beyond individual learning — the learning organisation and life-long learning features. Mackay's Ability Development Model looks at differing approaches to encourage someone from their first day, learning theropes, through to full competency in their tasks.



• Confidence building considers the development of self-esteem, assertiveness and achievement. Of value to the individual reader for themselves as well as for managers building confidence in others. Mackay's Confidence Development Model is a particular innovation and follows similar principles as the other two models simplifying understanding of the ideas for all readers.



• Managing change and the future of work giving context of the real world for today and tomorrow.