Editorial Review:
Some people seem to be naturally great managers. They glide effortlessly onwards and upwards through all the politics, the system, the people problems, the impossible targets, the work overload and all the nonsense that goes on. They say the right thing; do the right thing and know how to handle every situation. Is there something they do that we don't? Is it a natural ability or something we could all learn? Is there a secret to managerial success? Yes...and all is revealed in "The Rules of Management". These rules cover how you relate to people and how you conduct yourself. They underpin all of your behaviour and your actions. This is the book for you if you want to be successful and still be able to live with yourself, sleep nights and be regarded as a thoroughly nice person by your team, your colleagues and your boss. "The Rules of Management" is written in a light, entertaining, easy-to-read style that is easy to dip into, accessible and informative. This is a practical book with lots of good advice, common sense, examples, workable tips and hints to make your managerial life smooth and effective.
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Customer Reviews
Average Customer Rating: 
Easy reference!  2009-01-04
If you are looking towards learning something new in management, you will be disappointed. As Richard Templar stated himself, "You won't find anything here you probably didn't already know."
If you are looking to learn methods or steps towards being a good manager, this book will not be contributing to that.
This book is a concise summary of rules that you should abide and be aware to be a good manager. It is a consolidation of the good advices that you always heard, read and see in your work place, at seminars and in books.
It merely states an observed action, and provides a good reference to the rules at work.
Don't waste your money 2008-06-09
I am so sorry I bought this book. It does not contain anything new. There are better books on the subject. Save your money for better authors!
Lots of good advice for manager - new and old  2008-01-18
I first saw this book while waiting for a plane somewhere in the world. It struck me as a book that was full of handy useful hints for managers - and it absolutely is! It's not in my everyday read list but I keep it around so I can periodically flick through and see how I can apply a new technique in my everyday work. Great book!
Are these really rules?  2007-12-04
The Rules Of Management
by Richard Templa
Richard Templa in The Rules Of Management sets out to write the "unwritten" rules of management - the things they don't teach in training courses and management textbooks. He suggests that readers will know all or most of the content already "Yes, it is all really bleeding obvious", but many will not be applying the rules on a regular basis. Templa's aim is to have the reader think a little more about each rule and ask "whether or not you do it". The book is split into two parts; managing your team and managing you.
By a stroke of good fortune, luck or really good planning, Templa comes up with exactly 100 Rules of Management - everything from "Hold effective meetings - no, really effective" (Rule 4) to "Don't cut corners - you'll get found out" (Rule 98). So, it has a very comprehensive coverage of everything to do with getting results through other people.
Most of the 100 rules are valid and appropriate. Although I am not an avid fan of Templa's conversational style in The Rules Of Management (that's a personal observation, as other readers may find it quite appealing), my suggestion for improving the book is in "application" of the 100 rules. For example Rule 2 states "Know what a team is and how it works" and gives a brief summary of Belbin's nine team roles. However, there is no explanation of how to identify these within a team nor how to use them. This is a major failing of the book.
Templar has achieved his purpose - to write the unwritten rules of management. It's also likely to get managers thinking about what they should do. If you're looking for an easy to read book (most rules are covered in two pages or less) on identifying what's required to be a manager, then this book maybe for you. However, if you want to find out how to apply many of the unwritten rules, then you'll need to go to some of the referenced source material or other application type books.
Bob Selden, author of What To Do When You Become The Boss: How new managers become successful managers
Short and sweet 2007-09-02
I have read many management books, and many are great. However, what I like most about this book is that it is short and sweet. You can open it at any chapter, read it while having your first cup of coffee, and get some ideas (or reminders) about why you are a manager and why your employees are not.
Each short chapter addresses a separate management issue. Sometimes we're so busy being managers, doing the work, that we forget that we ARE the managers. It's our job to help others do the work...in our vision.
If you have never read any other book on management, nor have ever been a manager, then this book is probably not for you. I read these chapters as "reminders." "Oh, yes, I remember that!" As a manager, you will at some time, encounter every one of these problems or issues. Sometimes you have to remember that you are the damn manager, the boss, and it's your leadership which provides the direction. Or if you were my child, it would be, "Because I said so." But you don't really want to say that to grownups.
I have found that if things are rolling along, that I don't have any problems to address, then that is as it should be. I just stand back and let my people do. And that is essentially what Mr. Templar advocates. Let go and get out of the way.
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