Best Practices: Managing People: Secrets to Leading for New ManagersHarper Collins, 2009 M10 13 - 160 páginas In today's hypercompetitive business climate, managers who help employees achieve their individual potential stand to get—and stay—ahead. Managing People, a comprehensive and essential resource for any manager on the run, shows you how. Learn to:
The Collins Best Practices guides offer new and seasoned managers the essential information they need to achieve more, both personally and professionally. Designed to provide tried-and-true advice from the world's most influential business minds, they feature practical strategies and tips to help you get ahead. |
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Resultados 1-5 de 8
Página 2
... to be very close friends with someone I manage . O Agree Disagree O 6. It is better to make the right decision than a popular one . Agree Disagree O 7. I'm good at delegating work . Agree Disagree 8. 2 MANAGING PEOPLE.
... to be very close friends with someone I manage . O Agree Disagree O 6. It is better to make the right decision than a popular one . Agree Disagree O 7. I'm good at delegating work . Agree Disagree 8. 2 MANAGING PEOPLE.
Página 3
... delegating work . Agree Disagree 8. I know how to motivate people . Agree Disagree 9. It is better to give instructions than orders . Agree Disagree 10. People would say I have integrity . Scoring Agree Disagree Give yourself 1 point ...
... delegating work . Agree Disagree 8. I know how to motivate people . Agree Disagree 9. It is better to give instructions than orders . Agree Disagree 10. People would say I have integrity . Scoring Agree Disagree Give yourself 1 point ...
Página 5
... delegate the appropriate tasks so they can work as a team towards a common goal . Match specific tasks to the skills of each individual . Help and guide them - but let them do the work . Hold team progress meetings to keep everyone on ...
... delegate the appropriate tasks so they can work as a team towards a common goal . Match specific tasks to the skills of each individual . Help and guide them - but let them do the work . Hold team progress meetings to keep everyone on ...
Página 7
... delegation . They delegate tasks without abdicating their responsibility . They explain the why but never dictate the how . They give instructions , not orders . Dos & Don'ts MANAGEMENT RULES TO LIVE BY As a. 7 MANAGING PEOPLE 101.
... delegation . They delegate tasks without abdicating their responsibility . They explain the why but never dictate the how . They give instructions , not orders . Dos & Don'ts MANAGEMENT RULES TO LIVE BY As a. 7 MANAGING PEOPLE 101.
Página 8
... elsewhere . At the other extreme are managers with a nice- guy approach . They fraternize with employees , delegate almost everything , and generally take a Do catch people doing something right . Do create opportunities. 8 MANAGING PEOPLE.
... elsewhere . At the other extreme are managers with a nice- guy approach . They fraternize with employees , delegate almost everything , and generally take a Do catch people doing something right . Do create opportunities. 8 MANAGING PEOPLE.
Contenido
1 | |
ESSENTIAL SKILL | 20 |
ESSENTIAL SKILL | 58 |
ESSENTIAL SKILL | 114 |
Leading During Change | 128 |
OFF AND RUNNING | 136 |
INDEX | 146 |
Otras ediciones - Ver todas
Best Practices: Managing People: Secrets to Leading for New Managers Barry Silverstein Sin vista previa disponible - 2009 |
Best Practices: Managing People: Secrets to Leading for New Managers Barry Silverstein Sin vista previa disponible - 2009 |
Términos y frases comunes
achieve action Agree Disagree Arnold Worldwide assess BARRY SILVERSTEIN behavior better BIG Picture budget candidates CEO Jack Welch co-worker collaboration COLLINS BEST PRACTICES communicate create criticism David Sirota decision define delegate develop Dont's Drucker effectively Electric CEO Jack employee's Encourage employees execute experience firm Foley & Lardner formal training Former General Electric Gerstner goals and objectives hire impact important improve individual's interview Jim Larranaga job description keep leader leadership learning management style managing projects Marcus Buckingham Maximum Press meet milestones motivated negative feedback on-the-job training opportunity oral reprimand organization percent performance review person Peter Drucker positive POWER POINTS problem project management Project management software questions Raghuram Rajan reinforce learning requirements responsibility rewards Robert Townsend roles schedule skills specific staff sure tasks team members team's termination Tom Peters Warren Bennis workplace written reprimand