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Growing people : learning and developing from day to day experience /
Growing People offers managers and human resources professionals both a strategic approach and a practical guide to developing people. It explores how a manager can build the capability of individuals, teams and organisations by providing people with challenging experiences and helping them to learn...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Autor Corporativo: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Oxford :
Chandos,
2006.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Growing People: Learning and developing from day to day experience; Copyright; Dedication; Contents; List of figures; List of tables; List of panels; Preface; About the author; 1 Learning from experience; Introduction; What is learning?; On knowing; Transforming experience; Journalling; Going round the learning cycle; Learning styles; A strategy for developing people; The role of an off-job course; The environment created by top management; 2 A coaching approach; Introduction; A conventional approach to managing people; A coaching approach to managing people; Coaching as a relationship.
- Control versus empowermentListening; Questioning; The GROW framework; The manager coach; Coaching and development reviews; 3 Giving, generating and gathering feedback; Introduction; Giving feedback; Generating feedback; Feedforward; Gathering feedback; 360-degree feedback; 4 Mentoring; Introduction; What is mentoring?; Where mentoring is particularly useful; The benefits of being a mentor; What makes a good mentor?; The mentoring relationship; Guidelines for an internal mentoring scheme; Is the mentor a sponsor?; Alternatives to mentoring; 5 Developing teams and organisations; Introduction.
- Coaching a teamWhat is a team?; Stages of team development; A team development exercise; A learning organisation; Organisational memory: storing and retrieving knowledge; Creating a learning organisation or team: a systematic approach; 6 Creating relationships; Introduction; Images of organisation; Images of manager; Adult:adult relationships; Emotional intelligence; Developing your emotional intelligence; 7 Conversations that make a difference; Introduction; From debate to dialogue; Listening; Inquiring; Ladder of inference; Voicing; Silence; Debate and dialogue; Difficult conversations.
- Tackling difficult conversationsMaking sense of conversations; 8 Talent management; Introduction; Overview of talent management; A model of leadership qualities and behaviours; Effective one-to-one development reviews; A talent review meeting; Feedback after a talent review; Information on people; An independent assessment process; Opportunities to gain new experiences; Finding non-executive opportunities; Processes to learn from these experiences; Key development investments; A talent management database; A critical roles model of succession management; The commitment of the chief executive.