Be a Great Manager - Now! : the 2-in-1 Manager: Speed Read - Instant Tips ; Big Picture - Lasting Results /

'This book is packed full of little gems which will help managers at all levels be at their best - a must read.' Debbie Niven, Director and Co-founder of Momentum Training & Management Consultants Discover how to Be a Great Manager - Now! This 2-in-1 guide is designed to help you becom...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Tang, Audrey (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Harlow, United Kingdom : Pearson, 2016.
Edición:1st
Temas:
Management.
Gestion.
management.
Management
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)

MARC

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520 |a 'This book is packed full of little gems which will help managers at all levels be at their best - a must read.' Debbie Niven, Director and Co-founder of Momentum Training & Management Consultants Discover how to Be a Great Manager - Now! This 2-in-1 guide is designed to help you become a more effective manager in an instant, whilst giving you the deeper knowledge to ensure long-lasting results. With the unique 2-in-1 approach, you can learn your way. Use the seven Speed Read tips immediately, then take your time exploring the Big Picture chapters. · Understand how to be a great man. 
505 0 |a Cover -- Title page -- Copyright page -- Contents -- About the author -- Publisher's ­acknowledgements -- Foreword -- Chapter 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 
505 8 |a 1.7 Get proactive -- Chapter 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 -- Chapter 3 DEVELOPING STAFF 
505 8 |a 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) -- Chapter 4 MOTIVATING STAFF -- Speed read -- 4.1 Be aware that not everyone will care as much as you 
505 8 |a 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 -- Chapter 5 DELEGATION -- Speed read 
505 8 |a 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 be done (don't micro-manage) 
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