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Tough management : the 7 ways to make tough decisions easier, deliver the numbers, and grow business in good times and bad

Author: Chuck Martin
Publisher: New York : McGraw-Hill, ©2005.
Edition/Format:   Print book : EnglishView all editions and formats
Database:WorldCat
Summary:
A bottom-line approach to what really matters--and what really works--in today's demanding workplace. Leaving abstract theorizing to the academics, bestselling author, weekly columnist, and sought-after speaker Chuck Martin delivers down-in-the-trenches solutions to the challenges you face every day. He describes a set of powerful principles and practices used by managers at top-performing companies to do more,  Read more...
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Document Type: Book
All Authors / Contributors: Chuck Martin
ISBN: 0071452346 9780071452342
OCLC Number: 60343426
Notes: Includes index.
Description: xviii, 200 pages ; 24 cm
Contents: Acknowledgments --
Introduction --
ch. 1. Communicate clearly --
Clarity of communication --
How ell do you hear the message? --
Communicate, communicate, communicate --
Tone of communication --
Corporate truth versus street truth --
The last third --
The worlds of senior executives and managers --
Communicating and internal forces --
The 50 percent rule --
Effective, truthful communication --
ch. 2. Force the hard decisions --
Putting off the tough calls --
Time frames for tough decisions --
Ducks and eagles --
The toughest decisions --
Segment tough decisions by time --
Segment tough decisions by level --
Forcing office politics out --
ch. 3. Focus on results --
Staying focused at the office --
Working smarter --
The seven-touch approach --
Working smarter and harder --
Being productive --
Delegating --
Cut the meetings --
Extended focus --
Be realistic about results --
Customer expectations --
Recharge the workplace. ch. 4. Remain flexible --
The spiral of stress at work --
So much to do, so little time --
Push back --
Morphing to be flexible --
Stop something --
E-mail : the flexibility killer --
Company longevity --
Living the "what if" life --
Your virtual enterprise --
Employee loyalty --
Rethinking retirement age --
Professional and personal flexibility --
ch. 5. Prove your value to the company --
Aligning with your company's value --
Value : selling what you can't see --
Adding value by accepting challenge --
Stretching the workforce --
Different values at different times --
Top executive skills --
Working away from the office --
On the road to work --
Add value, be flexible, and collaborate --
ch. 6. Force collaboration --
Forcing collaboration through priority thinking --
Information sharing --
Top characteristic sought : willingness to learn --
ch .7. Tough management without being a tough guy --
Time spent at work --
Workload increasing faster than compensation --
Taking personal time --
Ways to break away from work --
The business case for golf --
Employee morale --
Death of ambition--
Protecting the talent --
Recognize someone for doing a good job --
Sources for doing your job better --
Just say thanks --
Index.
Responsibility: Chuck Martin.
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Offers job seekers answers to the many questions they may be asked. Here, job seekers can receive the answers to a range of questions, including icebreaker questions and questions about previous  Read more...

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The title of this new guide to management is something of a pun: it's tough to be a good manager, and good managers are tough folks. But what makes a good manager? Here, relying on a familiar Read more...

 
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