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Produktbild: Be a Great Manager – Now!

Be a Great Manager – Now!

Aus der Reihe Pearson Business

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

06.05.2016

Abbildungen

illustrations

Verlag

Pearson Education Limited

Seitenzahl

256

Maße (L/B/H)

23,4/15,6/1,5 cm

Gewicht

317 g

Auflage

1

Sprache

Englisch

ISBN

978-1-292-11966-3

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

06.05.2016

Abbildungen

illustrations

Verlag

Pearson Education Limited

Seitenzahl

256

Maße (L/B/H)

23,4/15,6/1,5 cm

Gewicht

317 g

Auflage

1

Sprache

Englisch

ISBN

978-1-292-11966-3

Herstelleradresse

Pearson
St.-Martin-Straße 82
81541 München
DE

Email: salesde@pearson.com

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  • Produktbild: Be a Great Manager – Now!

  • About the author

    Publisher's acknowledgments

    Foreword

    1. THINK LIKE A MANAGER

    Speed Read

    1.1 The transit from 'involvement' to 'co-ordination'

    1.2 Know your job

    1.3 Ask, don’t assume (1)

    1.4 The (un)social network

    1.5 Managing change

    1.6 Old vision, new perspective

    1.7 Get proactive

    Big Picture

    1.1 The transit from 'involvement' to 'co-ordination'

    1.2 Know your job

    1.3 Ask, don’t assume (1)

    1.4 The (un)social network

    1.5 Managing change

    1.6 Old vision, new perspective

    1.7 Get proactive

    2. MAKING TEAMS WORK

    Speed Read

    2.1 Know what a team is

    2.2 Know your team

    2.3 Right person right task

    2.4 Dealing with disputes and problems

    2.5 Challenging perceived favouritism or discrimination

    2.6 360° feedback for all

    2.7 There is a 'me' in team

    Big Picture

    2.1 Know what a team is

    2.2 Know your team

    2.3 Right person right task

    2.4 Dealing with disputes and problems

    2.5 Challenging perceived favouritism or discrimination

    2.6 360° feedback for all

    2.7 There is a 'me' in team

    3. DEVELOPING STAFF

    Speed Read

    3.1 Best invest in your staff

    3.2 Coaching as a management tool

    3.3 Making appraisals work

    3.4 Making the TNA meaningful

    3.5 Training your team

    3.6 The benefits of secondments

    3.7 Ask, don’t assume (2)

    Big Picture

    3.1 Best invest in your staff

    3.2 Coaching as a management tool

    3.3 Making appraisals work

    3.4 Making the TNA meaningful

    3.5 Training your team

    3.6 The benefits of secondments

    3.7 Ask, don’t assume (2)

    4. MOTIVATING STAFF

    Speed Read

    4.1 Be aware that not everyone will care as much as you

    4.2 Extrinsic motivation (theories and practice)

    4.3 Intrinsic motivation (theories and practice)

    4.4 What do you believe about your team?

    4.5 The truth behind team building

    4.6 Emotional labour

    4.7 Making meetings motivational

    Big Picture

    4.1 Be aware that not everyone will care as much as you

    4.2 Extrinsic motivation (theories and practice)

    4.3 Intrinsic motivation (theories and practice)

    4.4 What do you believe about your team?

    4.5 The truth behind team building

    4.6 Emotional labour

    4.7 Making meetings motivational

    5.DELEGATION

    Speed Read

    5.1 Make sure the task is one you CAN delegate

    5.2 Choose the right person to delegate to

    5.3 Communicate the task effectively

    5.4 Allow appropriate time

    5.5 Offer appropriate support

    5.6 Let the task get done (don’t micro-manage)

    5.7 Delegation as a development tool (praise and appraise)

    Big Picture

    5.1 Make sure the task is one you CAN delegate

    5.2 Choose the right person to delegate to

    5.3 Communicate the task effectively

    5.4 Allow appropriate time

    5.5 Offer appropriate support

    5.6 Let the task get done (don’t micro-manage)

    5.7 Delegation as a development tool (praise and appraise)

    6. TROUBLESHOOTING