Gain essential skills for career development with practical advice on how to manage performance, deal with difficult people and inspire a successful team.
Gain essential skills for career development with practical advice on how to manage performance, deal with difficult people and inspire a successful team.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages. Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.
Inhaltsangabe
Chapter 00: Preface; Section ONE: Managing people; Chapter 01: What managers do; Chapter 02: Treating people right; Section TWO: Leading, motivating and engaging people; Chapter 03: Leadership; Chapter 04: Motivating people; Chapter 05: Enhancing engagement; Section THREE: Organizing people; Chapter 06: The process of organizing; Chapter 07: Defining roles; Chapter 08: Team building; Chapter 09: Managing remote workers; Section FOUR: Managing performance; Chapter 10: Performance leadership; Chapter 11: Performance leadership skills; Section FIVE: Approaches to people management; Chapter 12: Delegating; Chapter 13: Selection interviewing; Chapter 14: Developing people; Chapter 15: Rewarding people; Chapter 16: Managing change; Chapter 17: Managing conflict; Section SIX: Handling people problems and issues; Chapter 18: Approaches to handling people problems; Chapter 19: Dealing with disciplinary problems; Chapter 20: Managing under performers; Chapter 21: Dealing with negative behaviour; Chapter 22: Dealing with absenteeism and timekeeping issues; Chapter 23: Handling challenging conversations; Chapter 24: Giving bad news; Chapter 25: Managing bias; Chapter 26: Dealing with bullying and harassment; Chapter 27: Appendix Notes on exercises; Chapter 28: References
Section - 00: Preface;
Section - 01: What managers do;
Section - 02: Treating people right;
Section - 03: Leadership;
Section - 04: Motivating people;
Section - 05: Enhancing engagement;
Section - 06: The process of organizing;
Section - 07: Defining roles;
Section - 08: Team building;
Section - 09: Managing remote workers;
Chapter - 10: Performance leadership;
Section - 11: Performance leadership skills;
Chapter - 12: Delegating;
Section - 13: Selection interviewing;
Section - 14: Developing people;
Section - 15: Rewarding people;
Section - 16: Managing change;
Section - 17: Managing conflict;
Section - 18: Approaches to handling people problems;
Section - 19: Dealing with disciplinary problems;
Section - 20: Managing under-performers;
Section - 21: Dealing with negative behaviour;
Section - 22: Dealing with absenteeism and timekeeping issues;
Section - 23: Handling challenging conversations;
Section - 24: Giving bad news;
Section - 25: Managing bias;
Section - 26: Dealing with bullying and harassment;
