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The CEO - the chief engagement officer : turning hierarchy upside down to drive performance /
The Chief Engagement Officer explores a management philosophy which recognises the value of opening up decision making to the right groups to improve the quality of decisions and change, accelerate execution and broaden ownership; in other words, engage employees. John Smythe asks what the concept o...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Aldershot, England ; Burlington, VT :
Gower,
©2007.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Smythe, John. | |
| 245 | 1 | 4 | |a The CEO - the chief engagement officer : |b turning hierarchy upside down to drive performance / |c John Smythe. |
| 260 | |a Aldershot, England ; |a Burlington, VT : |b Gower, |c ©2007. | ||
| 300 | |a 1 online resource (xiv, 212 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 504 | |a Includes bibliographical references (pages 205-207) and index. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover; Contents; List of Figures; List of Tables; Acknowledgements; Part I: The End of Employee Coercion; The Beginning of Employee Engagement; Chapter 1 The CEO; The Chief Engagement Officer: Leaders are Learning to Engage Their People to Drive Sustainable Performance and Change; Chapter 2 What Engaging People Means; Chapter 3 Four Approaches to Engaging Your People; Chapter 4 The Irrationality of Leaders in Engaging their People in Strategy and Change; Chapter 5 Why Employee Engagement Matters -- the Missing Half of Decision Making | |
| 505 | 8 | |a Chapter 6 Measuring Employee Satisfaction is a Waste of TimePart II: Designing and Implementing Effective Employee Engagement; Chapter 7 Understanding Previous Habits of Engagement to Accelerate Change; Chapter 8 Preparing to Design an Effective Employee Engagement Intervention; Chapter 9 Brief Guide to the Methods and Approaches in Employee Engagement Interventions; Chapter 10 Engagement to Drive Implementation of Strategy; Part III: Engagement as Part of the Culture: Implications of Effective Engagement for Leaders, Employees and Internal Advisers | |
| 505 | 8 | |a Chapter 11 Creating a Climate of Engagement: Implications for Leaders and Organisational CommunicationChapter 12 Employee Engagement -- a Review of the Literature; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; Q; R; S; T; U; V; W | |
| 520 | |a The Chief Engagement Officer explores a management philosophy which recognises the value of opening up decision making to the right groups to improve the quality of decisions and change, accelerate execution and broaden ownership; in other words, engage employees. John Smythe asks what the concept of engagement means for employer and employee; tests whether and how it is different from internal communication and provides a practical framework for those who want to engage colleagues but need advice based on applied experience. | ||
| 546 | |a English. | ||
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