1.
by
Crosetto, Gustavo.
Call Number
658.406 22
Publication Date
2005
Format:
Electronic Resources
Relevance:
0.8162
by
Dainty, Andrew.
Call Number
690.068
Publication Date
2007
Format:
Electronic Resources
Relevance:
0.7725
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by
Robinson, Alan (Alan G.)
Call Number
658.314 22
Publication Date
2004
Format:
Electronic Resources
Relevance:
0.4661
by
Gautier, Chantal.
Call Number
158.7 23
Publication Date
2015
Summary
"Work engagement is an intriguing dimension of workplace psychology. According to a study done by Gallup, 87% of employees identify as either not engaged or actively disengaged, and actively disengaged employees currently outnumber engaged employees 2-to-1. To make sense of people's behavior in complex organizations, instead of offering a dry presentation of organizational psychology theories, Chantal Gautier analyzes transcripts from interviews with people at different levels in various types of organizations and sheds light into real organizational work practices. Personal narratives, exercises and reflective practices make the material relatable to everybody's experience. The Psychology of Work explores the role of integrity, recognition, commitment, leadership, communication, and autonomy in employee engagement and happiness. It raises awareness of current working practices and stresses the need for change. Offering very practical advice, Gautier emphasizes the importance of putting the "humane" back into organizational life."-- "The Psychology of Work integrates psychological theory with personal narrative from global industry leaders, as well as those entering the workforce, to offer tangible insights into the real world of work. It is ideal for students, professionals and anyone with an interest in how successful organizations operate. It charts the development of the field of organizational psychology and provides the key theoretical frameworks. Crucially, it explores how these can be utilised to enhance organizational culture, and why this is so relevant and important in the modern workplace. Through the inclusion of interviews with students, The Psychology of Work reveals what the future workforce expect of the organizations that they are going in to and encourages students reading the book to reflect on what kind of leaders they would like to be. The book is also a valuable resource to support professionals and practitioners, highlighting current working practices and the need for change, offering practical guidance on how to bring the 'humane' back into organizational life"--
Format:
Electronic Resources
Relevance:
0.3299
5.
by
Flynn, Nancy, 1956-
Call Number
659.2 22
Publication Date
2006
Format:
Electronic Resources
Relevance:
0.0477
by
Culbert, Samuel A.
Call Number
650.13 21
Publication Date
2001
Summary
The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser. Don't Kill the Bosses! reveals the trap created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions. Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.
Format:
Electronic Resources
Relevance:
0.0477
by
Clarke-Epstein, Chris.
Call Number
658.4092 21
Publication Date
2002
Summary
Annotation Great leaders have many talents, but one critical skill -- often unrecognized -- is the ability to ask and answer questions. This unique book offers 78 questions that leaders at all levels need to ask and answer both inside and outside the organization. Leaders who master this question-response technique will gain much useful information about what is really going on in their businesses, as well as the admiration of employees, customers, and others with whom they interact. The questions and answers cover a range of common and uncommon situations, including: the need to connect employees' efforts to company goals; layoffs, business downturns, and mergers; personal crises of employees; coaching and mentoring sessions; and customer retention. The book even includes advice on answering questions when the answer is "I don't know" or "I can't tell you." With worksheets in each chapter, it prepares leaders to ask important questions of: Customers ("Why do you do business with our competition?") -- Employees ("What's a recent management decision you didn't understand?") -- And even themselves ("What do I want to be remembered for?").
Format:
Electronic Resources
Relevance:
0.0309
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