The toughest part of most managers' jobs? Resolving people problems. This innovative training guide prepares new managers to tackle any challenge with confidence.
The toughest part of most managers' jobs? Resolving people problems. This innovative training guide prepares new managers to tackle any challenge with confidence.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
ALAN CLARDY, PH.D., is a professor in the Psychology Department and director of the Human Resource Development Graduate Degree Program at Towson University, as well as the author of many books and articles on HR issues.
Inhaltsangabe
Contents Acknowledgments Using the Cases in This Book Case Report Worksheet Analyzing a Case: A General Strategy Case Analysis Guidelines Worksheet Case Issues Index The 35 Case Studies 1 How Come They Make More Than I Do? 2 "She's a Smart Enough Broad” 3 Improving Performance in Business Services 4 "Looney Tunes on Parade”: Part 1—Getting Started on the Right (or Left?) Foot 5 "Looney Tunes on Parade”: Part 2—Kicking into Gear 6 "Looney Tunes on Parade”: Part 3—A Time for Action 7 Mary Corey 8 Shipping and Receiving 9 They Came from Docu-Max 10 He's Just Not the Same 11 Special Checking Is Handed a Loss 12 Beverly Comes Full Circle 13 It Was Really So Simple 14 Pain in Claims 15 Don't Let Her Get Behind You 16 Kathy's Temper 17 Forgetting Claims 18 Answering the Phone 19 Good News, Bad News: Part 1—The $15.00 Mistake 20 Good News, Bad News: Part 2—Judy, Judy, Judy 21 Good News, Bad News: Part 3—The Storm Breaks 22 Conflict in Customer Service 23 Don't Let an Old Flame Die 24 The Contradiction of Business 25 Problems Behind the Counter 26 Wanted: Good Secretary 27 Another Staff Meeting 28 The Case-in-Case Analysis 29 A "No” in the Field 30 Buddy Jefferson 31 A Wet Pain in the Neck 32 "Well, Excuuuse Me!” 33 The "B” Is Back 34 Who's Telling the Truth? 35 A Leadership Challenge Appendixes A Managerial/Supervisory Pre-Training Planning Sheet B The Management Style Inventory C Self-Inventory of Managerial Responsibilities Index199
Contents Acknowledgments Using the Cases in This Book Case Report Worksheet Analyzing a Case: A General Strategy Case Analysis Guidelines Worksheet Case Issues Index The 35 Case Studies 1 How Come They Make More Than I Do? 2 "She's a Smart Enough Broad” 3 Improving Performance in Business Services 4 "Looney Tunes on Parade”: Part 1—Getting Started on the Right (or Left?) Foot 5 "Looney Tunes on Parade”: Part 2—Kicking into Gear 6 "Looney Tunes on Parade”: Part 3—A Time for Action 7 Mary Corey 8 Shipping and Receiving 9 They Came from Docu-Max 10 He's Just Not the Same 11 Special Checking Is Handed a Loss 12 Beverly Comes Full Circle 13 It Was Really So Simple 14 Pain in Claims 15 Don't Let Her Get Behind You 16 Kathy's Temper 17 Forgetting Claims 18 Answering the Phone 19 Good News, Bad News: Part 1—The $15.00 Mistake 20 Good News, Bad News: Part 2—Judy, Judy, Judy 21 Good News, Bad News: Part 3—The Storm Breaks 22 Conflict in Customer Service 23 Don't Let an Old Flame Die 24 The Contradiction of Business 25 Problems Behind the Counter 26 Wanted: Good Secretary 27 Another Staff Meeting 28 The Case-in-Case Analysis 29 A "No” in the Field 30 Buddy Jefferson 31 A Wet Pain in the Neck 32 "Well, Excuuuse Me!” 33 The "B” Is Back 34 Who's Telling the Truth? 35 A Leadership Challenge Appendixes A Managerial/Supervisory Pre-Training Planning Sheet B The Management Style Inventory C Self-Inventory of Managerial Responsibilities Index199
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