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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... New Managers Barry Silverstein. BEST PRACTICES : Managing People SECRETS TO LEADING FOR NEW MANAGERS BARRY SILVERSTEIN Collins An Imprint of HarperCollins Publishers BEST PRACTICES : MANAGING PEOPLE . Copyright © 2007 by. ESSENTIAL SKILL ...
... New Managers Barry Silverstein. BEST PRACTICES : Managing People SECRETS TO LEADING FOR NEW MANAGERS BARRY SILVERSTEIN Collins An Imprint of HarperCollins Publishers BEST PRACTICES : MANAGING PEOPLE . Copyright © 2007 by. ESSENTIAL SKILL ...
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... and the author of Business-to-Business Internet Marketing (Maximum Press, 2001) and Internet Marketing for Information Technology Companies (Maximum Press, 2001). Contents PREFACE 1 MANAGING PEOPLE 101 2 ESSENTIAL SKILL I:
... and the author of Business-to-Business Internet Marketing (Maximum Press, 2001) and Internet Marketing for Information Technology Companies (Maximum Press, 2001). Contents PREFACE 1 MANAGING PEOPLE 101 2 ESSENTIAL SKILL I:
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... SKILL I: MANAGING INDIVIDUALS viii 1 21 Selecting Staff 25 Training 34 Reviewing Performance 42 Handling Difficult Tasks 48 3 ESSENTIAL SKILL II: MANAGING TEAMS 59 Building Teams 61 Defining Roles on Teams 68 Motivating Teams 76 Using ...
... SKILL I: MANAGING INDIVIDUALS viii 1 21 Selecting Staff 25 Training 34 Reviewing Performance 42 Handling Difficult Tasks 48 3 ESSENTIAL SKILL II: MANAGING TEAMS 59 Building Teams 61 Defining Roles on Teams 68 Motivating Teams 76 Using ...
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Secrets to Leading for New Managers Barry Silverstein. 4 ESSENTIAL SKILL III : MANAGING PROJECTS The Project's Scope Defining the Process 87 8888 100 108 Strategic Management 5 ESSENTIAL SKILL IV : LEADERSHIP & COMMUNICATION 115 The ...
Secrets to Leading for New Managers Barry Silverstein. 4 ESSENTIAL SKILL III : MANAGING PROJECTS The Project's Scope Defining the Process 87 8888 100 108 Strategic Management 5 ESSENTIAL SKILL IV : LEADERSHIP & COMMUNICATION 115 The ...
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... excellent manager of people . 5-7 0-4 You could use some work on people - management skills . You have a lot more to learn if you want to effectively manage people . What It Takes to Be a Good Manager Before you 3 MANAGING PEOPLE 101.
... excellent manager of people . 5-7 0-4 You could use some work on people - management skills . You have a lot more to learn if you want to effectively manage people . What It Takes to Be a Good Manager Before you 3 MANAGING PEOPLE 101.
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