zum Inhalt wechseln
First, break all the rules : what the world's greatest managers do differently Titelvorschau
SchließenTitelvorschau
Prüfung…

First, break all the rules : what the world's greatest managers do differently

Verfasser/in: Marcus Buckingham; Curt Coffman
Verlag: New York, NY. : Simon & Schuster, ©1999.
Ausgabe/Format   Buch : EnglischAlle Ausgaben und Formate anzeigen
Datenbank:WorldCat
Zusammenfassung:
Companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. The authors explain how the best managers select an  Weiterlesen…
Bewertung:

basierend auf 3 Bewertung(en) 3 mit Rezensionen

Themen
Ähnliche Titel

 

Exemplar ausleihen

&AllPage.SpinnerRetrieving; Suche nach Bibliotheken, die diesen Titel besitzen ...

Details

Medientyp: Internetquelle
Dokumenttyp: Buch, Internet-Ressource
Alle Autoren: Marcus Buckingham; Curt Coffman
ISBN: 0684852861 9780684852867
OCLC-Nummer: 40762827
Beschreibung: 271 p. ; 24 cm.
Inhalt: Introduction : breaking all the rules --
Chapter 1. The measuring stick. A disaster off the Scilly Isles : what do we know to be important but are unable to measure? --
The measuring stick : how can you measure human capital? --
Putting the twelve to the test : does the measuring stick link to business outcomes? --
A case in point : what do these discoveries mean for one particular company? --
Mountain climbing : why is there an order to the twelve questions? --
Chapter 2. The wisdom of great managers. Words from the wise : whom did Gallup interview? --
What great managers know : what is the revolutionary insight shared by all great managers? --
What great managers do : what are the four basic roles of a great manager? --
The four keys : how do great managers play these roles? --
Chapter 3. The first key : select for talent. Talent : how great managers define it : why does every role, performed at excellence, require talent? --
The right stuff : why is talent more important than experience, brainpower, and willpower? --
The decade of the brain : how much of a person can the manager change?--
Skills, knowledge, and talents : what is the difference among the three? --
The world according to talent : which myths can we now dispel? --
Talent : how great managers find it : why are great managers so good at selecting for talent? --
A word from the coach : John Wooden, on the importance of talent --
Chapter 4. The second key : define the right outcomes. Managing by remote control : why is it so hard to manage people well? --
Temptations : why do so many managers try to control their people? --
Rules of thumb : when and how do great managers rely on steps? --
What do you get paid to do? : how do you know if the outcomes are right? --
Chapter 5. The third key : focus on strengths. Let them become more of who they already are : how do great managers release each person's potential? --
Tales of transformation : why is it so tempting to try to fix people? --
Casting is everything : how do great managers cultivate excellent performance so consistently? --
Manage by exception : why great managers break the Golden Rule? --
Spend the most time with your best people : why do great managers play favorites? --
How to manage around a weakness : how do great manager turn a harmful weakness into an irrelevant nontalent? --
Chapter 6. The fourth key : find the right fit. The blind, breathless climb : what's wrong with the old career path? --
One rung doesn't necessarily lead to another : why do we keep promoting people to their level of incompetence? --
Create heroes in every role : how to solve the shortage of respect --
Three stories and a new career : what is the force driving the new career? --
The art of tough love : how do great managers terminate someone and still keep the relationship intact? --
Chapter 7. Turning the keys : a practical guide. The art of interviewing for talent : which are the right questions to ask? --
Performance management : how do great managers turn the last three keys every day, with every employee? --
Keys of your own : can an employee turn these keys? --
Master keys : what can the company do to create a friendly climate for great managers? --
Gathering force --
Appendix A. The Gallup path to business performance : what is the path to sustained increase in shareholder value? --
Appendix B. What the great managers said : what did great managers say to the three questions quoted in chapter 2? --
Appendix C. A selection of talents : which talents are found most frequently across all roles? --
Appendix D. Finding the twelve questions : how did Gallup find the twelve questions --
Appendix E. The meta-analysis : what are the details of the meta-analysis?.
Andere Titel What the world's greatest managers do differently
Verfasserangabe: Marcus Buckingham and Curt Coffman.
Weitere Informationen:

Abstract:

Explains how good managers can select, focus, motivate, and develop their employees in order to transform talent into performance.  Weiterlesen…

Rezensionen

Redaktionelle Rezension

Nielsen BookData

"As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their Weiterlesen…

 
Nutzer-Rezensionen

Rezensionen von WorldCat-Nutzern (3)

Review for the best book by Marcus

von riomukti21 (Veröffentlicht von WorldCat-Nutzern/innen 2013-03-10) Mittelmäßig Permalink
<a class="attribute-value" href="view-source://http//www.teknokita.net/2012/10/daftar-harga-hp-android.html" class="attribute-value">http://www.teknokita.net/2012/10/daftar-harga-hp-android.html</a>    <a class="attribute-value" href="view-source://http//www.teknokita.net/2012/09/harga-blackberry.html"...
Weiterlesen…  Weiterlesen…
  • War diese Rezension für Sie hilfreich?
  •   

certainly deserves attention as weel-known and popular in the world

von supraonline (Veröffentlicht von WorldCat-Nutzern/innen 2012-02-22) Sehr gut Permalink
<!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:PunctuationKerning /> <w:DrawingGridVerticalSpacing>7.8 磅</w:DrawingGridVerticalSpacing> <w:DisplayHorizontalDrawingGridEvery>0</w:DisplayHorizontalDrawingGridEvery> <w:DisplayVerticalDrawingGridEvery>2</w:DisplayVerticalDrawingGridEvery>...
Weiterlesen…  Weiterlesen…
  • War diese Rezension für Sie hilfreich?
  •   

http://www.kidsshosemall.com/

von asd1314 (Veröffentlicht von WorldCat-Nutzern/innen 2012-02-12) Sehr gut Permalink

<a href="http://www.kidsshosemall.com/"><b>kids shoes</b></a>
<a href="http://www.kidsshosemall.com/"><b>nike kids shoes</b></a>
<a href="http://www.kidsshosemall.com/"><b>adidas kids shoes</b></a>
<a href="http://www.kidsshosemall.com/"><b>adidas...
Weiterlesen…  Weiterlesen…

  • 0 von 1 Nutzer fanden diese Rezensionen nützlich. Waren die Rezensionen auch für Sie hilfreich? 
  •   
Suche nach GoodReads-Rezensionen
Suche nach DOGObooks-Rezensionen…

Tags

Alle Nutzer-Tags (4)

Anzeige der beliebtesten Schlagwörter als: Schlagwortliste | Tag Cloud

Anfrage bestätigen

Sie haben diesen Titel bereits angefordert. Wenn Sie trotzdem fortfahren möchten, klicken Sie auf OK.

Verlinkung


<http://www.worldcat.org/oclc/40762827>
library:oclcnum"40762827"
library:placeOfPublication
library:placeOfPublication
rdf:typeschema:MediaObject
rdf:typeschema:Book
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:alternateName"What the world's greatest managers do differently"@en
schema:contributor
schema:copyrightYear"1999"
schema:creator
schema:datePublished"1999"
schema:description"Introduction : breaking all the rules -- Chapter 1. The measuring stick. A disaster off the Scilly Isles : what do we know to be important but are unable to measure? -- The measuring stick : how can you measure human capital? -- Putting the twelve to the test : does the measuring stick link to business outcomes? -- A case in point : what do these discoveries mean for one particular company? -- Mountain climbing : why is there an order to the twelve questions? -- Chapter 2. The wisdom of great managers. Words from the wise : whom did Gallup interview? -- What great managers know : what is the revolutionary insight shared by all great managers? -- What great managers do : what are the four basic roles of a great manager? -- The four keys : how do great managers play these roles? -- Chapter 3. The first key : select for talent. Talent : how great managers define it : why does every role, performed at excellence, require talent? -- The right stuff : why is talent more important than experience, brainpower, and willpower? -- The decade of the brain : how much of a person can the manager change?-- Skills, knowledge, and talents : what is the difference among the three? -- The world according to talent : which myths can we now dispel? -- Talent : how great managers find it : why are great managers so good at selecting for talent? -- A word from the coach : John Wooden, on the importance of talent -- Chapter 4. The second key : define the right outcomes. Managing by remote control : why is it so hard to manage people well? -- Temptations : why do so many managers try to control their people? -- Rules of thumb : when and how do great managers rely on steps? -- What do you get paid to do? : how do you know if the outcomes are right? -- Chapter 5. The third key : focus on strengths. Let them become more of who they already are : how do great managers release each person's potential? -- Tales of transformation : why is it so tempting to try to fix people? -- Casting is everything : how do great managers cultivate excellent performance so consistently? -- Manage by exception : why great managers break the Golden Rule? -- Spend the most time with your best people : why do great managers play favorites? -- How to manage around a weakness : how do great manager turn a harmful weakness into an irrelevant nontalent? -- Chapter 6. The fourth key : find the right fit. The blind, breathless climb : what's wrong with the old career path? -- One rung doesn't necessarily lead to another : why do we keep promoting people to their level of incompetence? -- Create heroes in every role : how to solve the shortage of respect -- Three stories and a new career : what is the force driving the new career? -- The art of tough love : how do great managers terminate someone and still keep the relationship intact? -- Chapter 7. Turning the keys : a practical guide. The art of interviewing for talent : which are the right questions to ask? -- Performance management : how do great managers turn the last three keys every day, with every employee? -- Keys of your own : can an employee turn these keys? -- Master keys : what can the company do to create a friendly climate for great managers? -- Gathering force -- Appendix A. The Gallup path to business performance : what is the path to sustained increase in shareholder value? -- Appendix B. What the great managers said : what did great managers say to the three questions quoted in chapter 2? -- Appendix C. A selection of talents : which talents are found most frequently across all roles? -- Appendix D. Finding the twelve questions : how did Gallup find the twelve questions -- Appendix E. The meta-analysis : what are the details of the meta-analysis?."@en
schema:description"Companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. The authors explain how the best managers select an employee for talent rather than for skills or experience how they set expectations for him or her -- they define the right outcomes rather than the right steps how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover."@en
schema:exampleOfWork<http://worldcat.org/entity/work/id/424579>
schema:inLanguage"en"
schema:name"First, break all the rules : what the world's greatest managers do differently"@en
schema:numberOfPages"271"
schema:publication
schema:publisher
schema:workExample
wdrs:describedby

Content-negotiable representations

Fenster schließen

Bitte in WorldCat einloggen 

Sie haben kein Konto? Sie können sehr einfach ein kostenloses Konto anlegen,.