On the surface, people go to work and come home again. They sometimes manage people while most are managed themselves. But beneath the function and structures of the work itself, a whole range of emotions affect the success of the relationship between employee and manager, and ultimately the organization they both belong to.
On the surface, people go to work and come home again. They sometimes manage people while most are managed themselves. But beneath the function and structures of the work itself, a whole range of emotions affect the success of the relationship between employee and manager, and ultimately the organization they both belong to.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Jacob Alsted, PhD, has authored a number of books and articles on organisational psychology, sociology, motivation, and the history of the state. He has worked as a consultant for more than 20 years and co-owns the consultancy company Haslund & Alsted with Ditte Haslund. Ditte Haslund has authored a number of books and articles on organisational psychology. She has worked as a psychotherapist and consultant for more than 20 years and co-owns the consultancy company Haslund & Alsted with Jacob Alsted.
Inhaltsangabe
Foreword Chapter 1: Management and employees Part ONE: The employee in the community Chapter 2: The dual relationship of individuals to groups Chapter 3: Cooperation and psychological defences Chapter 4: Acceptance of new employees into the organisation Chapter 5: The individual expulsion from the community Part TWO: Group processes Chapter 6: The group as an independent unit Chapter 7: The productivity of groups Chapter 8: Meetings Part THREE: Management Chapter 9: The content of management Chapter 10: The manager as teacher Chapter 11: The manager as authority Chapter 12: The management group Part FOUR: The manager's personality Chapter 13: Personality and management Chapter 14: The maturity of the manager Chapter 15: The managers' influence on the organization Bibliography
Foreword Chapter 1: Management and employees Part ONE: The employee in the community Chapter 2: The dual relationship of individuals to groups Chapter 3: Cooperation and psychological defences Chapter 4: Acceptance of new employees into the organisation Chapter 5: The individual expulsion from the community Part TWO: Group processes Chapter 6: The group as an independent unit Chapter 7: The productivity of groups Chapter 8: Meetings Part THREE: Management Chapter 9: The content of management Chapter 10: The manager as teacher Chapter 11: The manager as authority Chapter 12: The management group Part FOUR: The manager's personality Chapter 13: Personality and management Chapter 14: The maturity of the manager Chapter 15: The managers' influence on the organization Bibliography
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