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Many managers believe that effective mentoring is most often the lucky result of personal chemistry between two people. But in this book, author Margo Murray lays that myth to rest. Her guide gives you all the expert advice, tools, and case studies you'll need to harness the power of mentoring. Building on the solid principles outlined in the first book, this revised edition adds examples of mentoring from recent publications and the author's client experience. It also includes international examples. It reveals how mentoring can maximize employee productivity and provides information on how…mehr
Many managers believe that effective mentoring is most often the lucky result of personal chemistry between two people. But in this book, author Margo Murray lays that myth to rest. Her guide gives you all the expert advice, tools, and case studies you'll need to harness the power of mentoring. Building on the solid principles outlined in the first book, this revised edition adds examples of mentoring from recent publications and the author's client experience. It also includes international examples. It reveals how mentoring can maximize employee productivity and provides information on how to assess organizational needs and link them to the mentoring process. Includes all the information needed to evaluate the effectiveness of a mentoring program.
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MARGO MURRAY is president of MMHA The Managers' Mentors, Inc., an international consulting firm. She has twenty years of practical experience designing and implementing mentoring programs in both public and private sector organizations. She is a former president of the National Society for Performance and Instruction.
Inhaltsangabe
Preface ix The Author xxi Part One: The Mentoring Concept, Benefits, and Pitfalls 1 1. What Mentoring Is--and What It Is Not 15 2. Mentoring at Work in Organizations 17 3. The Upside and the Downside for the Organization 33 4. Payoffs and Penalties for the Protégé 47 5. The Mentor's Motivation and Concerns 59 Part Two: Facilitated Mentoring: How to Make It Work 71 6. Mentoring Models and Applications 75 7. Assessing Needs and Determining Organizational Readiness 103 8. Structuring the Mentor Role: Qualifications, Recruitment, Selection, and Rewards 115 9. Selecting Protégés and Diagnosing Their Development Needs 131 10. Involving the Boss Who Is Not the Mentor 145 11. The Coordination Team: Selection, Training, and Responsibilities 151 12. Negotiating Sound Mentoring Agreements 167 13. Evaluating Mentoring Process Effectiveness 177 14. Gender, Culture, and Relationship Concerns 191 15. Making Facilitated Mentoring Work 205 Resource: Sources of Instruments for Assessing Growth and Development 211 References 213 Index 219
Preface ix The Author xxi Part One: The Mentoring Concept, Benefits, and Pitfalls 1 1. What Mentoring Is--and What It Is Not 15 2. Mentoring at Work in Organizations 17 3. The Upside and the Downside for the Organization 33 4. Payoffs and Penalties for the Protégé 47 5. The Mentor's Motivation and Concerns 59 Part Two: Facilitated Mentoring: How to Make It Work 71 6. Mentoring Models and Applications 75 7. Assessing Needs and Determining Organizational Readiness 103 8. Structuring the Mentor Role: Qualifications, Recruitment, Selection, and Rewards 115 9. Selecting Protégés and Diagnosing Their Development Needs 131 10. Involving the Boss Who Is Not the Mentor 145 11. The Coordination Team: Selection, Training, and Responsibilities 151 12. Negotiating Sound Mentoring Agreements 167 13. Evaluating Mentoring Process Effectiveness 177 14. Gender, Culture, and Relationship Concerns 191 15. Making Facilitated Mentoring Work 205 Resource: Sources of Instruments for Assessing Growth and Development 211 References 213 Index 219
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