This book offers a complete strategy for managing the performance of others, from setting the work climate, through target-setting and other appropriate management, to developing, training, the day-to-day appraising relationships and the dreaded appraisal interview.
This book offers a complete strategy for managing the performance of others, from setting the work climate, through target-setting and other appropriate management, to developing, training, the day-to-day appraising relationships and the dreaded appraisal interview.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
PART ONE: CULTURE CREATION AND GOAL-SETTING The Vision Establishing the Corporate Culture Organizational Culture Models Total Quality A New Vision for Schools' Characteristics of a Quality System PART TWO: APPROPRIATE MANAGEMENT; WHAT DO I HAVE TO DO? WHAT¿S NEW? To Whom am I Accountable? Making Successful Appointments Management Style and the Appraising Relationship Poor Performance Dealing with Poor Performance The Appraising Team Team Decision Making Negotiation and Persuasion PART THREE: STAFF DEVELOPMENT: IDENTIFYING AND PRIORITISING LEARNING NEEDS Meeting Training Needs Delegation for Development Training off the Job Learning Styles Simulation in Training and Development Using Consultants Ensuring Value for Money in Training and Development A New Role in Training for the Education Service Headteacher Appraisal Sources of Feedback for Headteacher Appraisal Headteacher Appraisal Interviewing Skills Training and Headteacher Appraisal PART FOUR: PERFORMANCE APPRAISAL; RESEARCH PREPATATION FOR APPRAISAL INTERVIEWING Preparation of the Physical Environment Attitude Preparation The First Key Appraisal Interview Skill - Giving Feedback The Second Key Appraisal Skill Interview Skill - Climate Creation for Disclosures From the Teacher The Third Key Appraisal Interview Skills Active Listening The Fourth Key Appraisal Skill Interview Skills - Asking Questions The Fifth Key Appraisal Skills - Target Setting The Interview The Model for the Appraisal Interview Appraisal Interview Problems Appraisal and Merit Pay The Wider Uses of Performance Management in Schools
PART ONE: CULTURE CREATION AND GOAL-SETTING The Vision Establishing the Corporate Culture Organizational Culture Models Total Quality A New Vision for Schools' Characteristics of a Quality System PART TWO: APPROPRIATE MANAGEMENT; WHAT DO I HAVE TO DO? WHAT¿S NEW? To Whom am I Accountable? Making Successful Appointments Management Style and the Appraising Relationship Poor Performance Dealing with Poor Performance The Appraising Team Team Decision Making Negotiation and Persuasion PART THREE: STAFF DEVELOPMENT: IDENTIFYING AND PRIORITISING LEARNING NEEDS Meeting Training Needs Delegation for Development Training off the Job Learning Styles Simulation in Training and Development Using Consultants Ensuring Value for Money in Training and Development A New Role in Training for the Education Service Headteacher Appraisal Sources of Feedback for Headteacher Appraisal Headteacher Appraisal Interviewing Skills Training and Headteacher Appraisal PART FOUR: PERFORMANCE APPRAISAL; RESEARCH PREPATATION FOR APPRAISAL INTERVIEWING Preparation of the Physical Environment Attitude Preparation The First Key Appraisal Interview Skill - Giving Feedback The Second Key Appraisal Skill Interview Skill - Climate Creation for Disclosures From the Teacher The Third Key Appraisal Interview Skills Active Listening The Fourth Key Appraisal Skill Interview Skills - Asking Questions The Fifth Key Appraisal Skills - Target Setting The Interview The Model for the Appraisal Interview Appraisal Interview Problems Appraisal and Merit Pay The Wider Uses of Performance Management in Schools
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