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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Página 9
... problem , not the blame . Don't be dishonest when you have bad news to deliver . Don't tune out an employee who is telling you something you don't want to hear . Do listen before you speak . Do encourage an open , honest work ...
... problem , not the blame . Don't be dishonest when you have bad news to deliver . Don't tune out an employee who is telling you something you don't want to hear . Do listen before you speak . Do encourage an open , honest work ...
Página 14
... problem . Do get to the root of the problem . Do encourage the individual to talk openly without fear of reprimand . If an employee requires criticism , however , keep it private . Deliver negative feedback as soon as you can after a ...
... problem . Do get to the root of the problem . Do encourage the individual to talk openly without fear of reprimand . If an employee requires criticism , however , keep it private . Deliver negative feedback as soon as you can after a ...
Página 15
... Problems into Opportunities Managing people isn't always predictable . Some people come to a job with personal baggage that can cause them to become emotional , to over- react , or to object to authority . As a manager , you need to get ...
... Problems into Opportunities Managing people isn't always predictable . Some people come to a job with personal baggage that can cause them to become emotional , to over- react , or to object to authority . As a manager , you need to get ...
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