Key Management Development Models provides the crucial information you need to develop your skills as a manager. Divided into two parts (Part 1: Developing Yourself & Part 2: Working with Others), each tool, model or idea will ensure you: · understand yourself better · understand how others perceive you · develop your credibility at work · make better choices in your management of others · become a more rounded professional, able to adapt your style to get the best out of yourself and others
Key Management Development Models provides the crucial information you need to develop your skills as a manager. Divided into two parts (Part 1: Developing Yourself & Part 2: Working with Others), each tool, model or idea will ensure you: · understand yourself better · understand how others perceive you · develop your credibility at work · make better choices in your management of others · become a more rounded professional, able to adapt your style to get the best out of yourself and othersHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
David Cotton spent 21 years with Arthur Andersen & PwC before becoming a freelance trainer. He's worked in 40 countries and his clients include the European Parliament, European Commission, UN, BBC, Syrian Ministry for Foreign Affairs, Russian Federal Commission, Croatian MOD, PwC, many Middle Eastern oil & gas companies, Manchester Business School & more.
Inhaltsangabe
About the author Acknowledgements Preface Using this book DEVELOPING YOURSELF PART ONE Happiness 1 Positive affirmations 2 Positive mental attitude and content reframing PART TWO Memory and recall 3 Loci method 4 Number/rhyme method PART THREE Motivation 5 Maslow’s hierarchy of needs 6 Glasser’s choice theory 7 Pink’s model of motivation PART FOUR Personal change 8 Cognitive restructuring 9 The Secret/law of attraction (Byrne) 10 Seven habits of highly effective people (Covey) PART FIVE Problem solving and decision making 11 Force field analysis 12 Is/is not problem-solving technique 13 Ladder of inference (Argyris) 14 OODA loop 15 Polarity management 16 Vroom–Yetton–Jago decision model PART SIX Resilience 17 Kobasa and 'hardiness' PART SEVEN Self-awareness 18 360° feedback 19 Emotional intelligence 20 Johari window 21 Multiple intelligences PART EIGHT Self-confidence and stress management 22 Anchoring a calm state 23 Meditation 24 Mindfulness PART NINE Time management, concentration and focus 25 Covey’s time matrix (Eisenhower) 26 Getting things done (Allen) 27 Wheel of life PART TEN Learning 28 Accelerated learning 29 Benziger’s thinking styles assessment 30 Kolb/Honey and Mumford learning styles PART ELEVEN Listening skills 31 Active listening 32 Critical listening 33 Relationship listening MANAGING OTHERS PART TWELVE Assertiveness 34 The broken record 35 Fogging PART THIRTEEN Coaching 36 CLEAR model (Hawkins) 37 GROW model (Whitmore et al.) 38 Solution-focused coaching (OSKAR) PART FOURTEEN Communication 39 DISC 40 Matching and mirroring 41 Storytelling 42 VAK (visual, auditory, kinaesthetic) PART FIFTEEN Conflict management 43 Betari Box 44 Thomas–Kilmann conflict mode instrument PART SIXTEEN Creativity 45 Brain-friendly brainstorming 46 Challenging assumptions 47 PMI (plus, minus, interesting) 48 Random word technique 49 SCAMPER PART SEVENTEEN Giving feedback 50 EEC Model 51 EENC PART EIGHTEEN Goal setting 52 Locke and Latham’s five principles 53 Reticular activating system 54 SMART goals 55 CASE – behavioural objectives PART NINETEEN Influence and persuasion 56 4Ps of persuasion 57 Bilateral brain theory 58 Embedded commands 59 Locus of control (Weiner’s attribution theory)
About the author Acknowledgements Preface Using this book DEVELOPING YOURSELF PART ONE Happiness 1 Positive affirmations 2 Positive mental attitude and content reframing PART TWO Memory and recall 3 Loci method 4 Number/rhyme method PART THREE Motivation 5 Maslow’s hierarchy of needs 6 Glasser’s choice theory 7 Pink’s model of motivation PART FOUR Personal change 8 Cognitive restructuring 9 The Secret/law of attraction (Byrne) 10 Seven habits of highly effective people (Covey) PART FIVE Problem solving and decision making 11 Force field analysis 12 Is/is not problem-solving technique 13 Ladder of inference (Argyris) 14 OODA loop 15 Polarity management 16 Vroom–Yetton–Jago decision model PART SIX Resilience 17 Kobasa and 'hardiness' PART SEVEN Self-awareness 18 360° feedback 19 Emotional intelligence 20 Johari window 21 Multiple intelligences PART EIGHT Self-confidence and stress management 22 Anchoring a calm state 23 Meditation 24 Mindfulness PART NINE Time management, concentration and focus 25 Covey’s time matrix (Eisenhower) 26 Getting things done (Allen) 27 Wheel of life PART TEN Learning 28 Accelerated learning 29 Benziger’s thinking styles assessment 30 Kolb/Honey and Mumford learning styles PART ELEVEN Listening skills 31 Active listening 32 Critical listening 33 Relationship listening MANAGING OTHERS PART TWELVE Assertiveness 34 The broken record 35 Fogging PART THIRTEEN Coaching 36 CLEAR model (Hawkins) 37 GROW model (Whitmore et al.) 38 Solution-focused coaching (OSKAR) PART FOURTEEN Communication 39 DISC 40 Matching and mirroring 41 Storytelling 42 VAK (visual, auditory, kinaesthetic) PART FIFTEEN Conflict management 43 Betari Box 44 Thomas–Kilmann conflict mode instrument PART SIXTEEN Creativity 45 Brain-friendly brainstorming 46 Challenging assumptions 47 PMI (plus, minus, interesting) 48 Random word technique 49 SCAMPER PART SEVENTEEN Giving feedback 50 EEC Model 51 EENC PART EIGHTEEN Goal setting 52 Locke and Latham’s five principles 53 Reticular activating system 54 SMART goals 55 CASE – behavioural objectives PART NINETEEN Influence and persuasion 56 4Ps of persuasion 57 Bilateral brain theory 58 Embedded commands 59 Locus of control (Weiner’s attribution theory)
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