passa ai contenuti
First, break all the rules : what the world's greatest managers do differently Anteprima di questo documento
ChiudiAnteprima di questo documento
Stiamo controllando…

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

Autore: Marcus Buckingham; Curt Coffman
Editore: New York, NY. : Simon & Schuster, ©1999.
Edizione/Formato:   Libro : EnglishVedi tutte le edizioni e i formati
Banca dati:WorldCat
Sommario:
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  Per saperne di più…
Voto:

basato su 3 voto(i) 3 con commenti

Soggetti
Altri come questo

 

Trova una copia in biblioteca

&AllPage.SpinnerRetrieving; Stiamo ricercando le biblioteche che possiedono questo documento…

Dettagli

Tipo materiale: Risorsa internet
Tipo documento: Book, Internet Resource
Tutti gli autori / Collaboratori: Marcus Buckingham; Curt Coffman
ISBN: 0684852861 9780684852867
Numero OCLC: 40762827
Descrizione: 271 p. ; 24 cm.
Contenuti: 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?.
Altri titoli: What the world's greatest managers do differently
Responsabilità: Marcus Buckingham and Curt Coffman.
Maggiori informazioni:

Abstract:

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

Commenti

Recensioni editoriali

Sinossi editore

"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 Per saperne di più…

 
Commenti degli utenti

Commenti utente WorldCat (3)

Review for the best book by Marcus

da riomukti21 (Utenti WorldCat. Pubblicazioni 2013-03-10) Discreto Link permanente
<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"...
Per saperne di più…  Per saperne di più…
  • Questo commento è stato utile?
  •   

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

da supraonline (Utenti WorldCat. Pubblicazioni 2012-02-22) Molto buono Link permanente
<!--[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>...
Per saperne di più…  Per saperne di più…
  • Questo commento è stato utile?
  •   

http://www.kidsshosemall.com/

da asd1314 (Utenti WorldCat. Pubblicazioni 2012-02-12) Molto buono Link permanente

<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...
Per saperne di più…  Per saperne di più…

  • 0 di 1 questo commento è stato giudicato utile. Ti è servito? 
  •   
Recuperando commenti GoodReads…
Stiamo recuperando commenti DOGObooks

Etichette

Le etichette di tutti gli utenti (4)

Vedi le etichette più popolari come: lista di etichette | nuvola di etichette

Conferma questa richiesta

Potresti aver già richiesto questo documento. Seleziona OK se si vuole procedere comunque con questa richiesta.

Dati collegati


<http://www.worldcat.org/oclc/40762827>
library:oclcnum"40762827"
library:placeOfPublication
library:placeOfPublication
owl:sameAs<info:oclcnum/40762827>
rdf:typeschema:Book
schema:about
<http://id.worldcat.org/fast/909276>
rdf:typeschema:Intangible
schema:name"Employer attitude surveys"@en
schema:name"Employer attitude surveys."@en
schema:about
schema:about
schema:about
schema:about
schema:about
<http://id.worldcat.org/fast/908962>
rdf:typeschema:Intangible
schema:name"Employee attitude surveys"@en
schema:name"Employee attitude surveys."@en
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
<http://id.worldcat.org/fast/917877>
rdf:typeschema:Intangible
schema:name"Executives--Attitudes"@en
schema:name"Executives--Attitudes."@en
schema:about
schema:about
schema:about
schema:about
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:name"What the world's greatest managers do differently"@en
schema:numberOfPages"271"
schema:publisher
schema:url
schema:workExample

Content-negotiable representations

Chiudi finestra

Per favore entra in WorldCat 

Non hai un account? Puoi facilmente crearne uno gratuito.