Personal and Organizational Development in Public Management will be invaluable reading for graduate students on Public Management courses, middle to senior managers working in public sector organisations throughout the world including healthcare, local, regional and central governments, the police and prison service. It will also be of relevance to a wider market of managers working in private and third sector organisations where there may be an integral element of public service provision.
Personal and Organizational Development in Public Management will be invaluable reading for graduate students on Public Management courses, middle to senior managers working in public sector organisations throughout the world including healthcare, local, regional and central governments, the police and prison service. It will also be of relevance to a wider market of managers working in private and third sector organisations where there may be an integral element of public service provision.
Ann Mahon is Associate Head of Teaching in the Innovation, Management and Policy Division of Manchester Business School and Senior Fellow in the Health Group
Inhaltsangabe
PART I - Personal development in the context and practice of public service management Chapter one: Introduction and overview Chapter two: The context and practice of public service management Chapter three: Public service management and personal development - towards a conceptual framework PART II - Personal development themes Chapter four: How do managers learn?; Chapter five: Perception and Communication Chapter six: Personality and Emotional Intelligence Chapter seven: Values, Ethics and Integrity Chapter eight: Managing Stress and Building Resilience Chapter nine: Presentation of self Chapter ten: Conclusions
PART I - Personal development in the context and practice of public service management Chapter one: Introduction and overview Chapter two: The context and practice of public service management Chapter three: Public service management and personal development - towards a conceptual framework PART II - Personal development themes Chapter four: How do managers learn?; Chapter five: Perception and Communication Chapter six: Personality and Emotional Intelligence Chapter seven: Values, Ethics and Integrity Chapter eight: Managing Stress and Building Resilience Chapter nine: Presentation of self Chapter ten: Conclusions
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