by
Tulgan, Bruce.
Call Number
658.3 22
Publication Date
2004
Summary
What can managers do every day to get more and better work from people while giving them the flexibility they need? The answer lies in HOT Managementthe breakthrough set of management techniques, skills, best practices and habits of the most effective supervisory managers in today's extremely demanding workplace. This pocket guide clearly and concisely spells out what you need to do to become a HOT manager. The author's message is simple, yet powerful: Make high performance the only option. Be a hands-on manager. And spend lots of time with employees spelling out expectations and clarifying s.
Format:
Electronic Resources
Relevance:
63393.0898
by
Keller, J. J.
Call Number
658.3
Publication Date
2009
Summary
Written specifically with the departmental supervisor in mind, J.J. Keller's Supervisor's Guide to Improving Employee Management Decisions is a must-have reference tool aimed at helping supervisors better understand employment law and related best practices when dealing with employee relations issues. This reference book helps increase supervisors' awareness and understanding of the important role they play in managing HR related issues with their employees. This handbook can be used in initial training, then later as a quick reference tool ... a great way to help supervisors make the right de.
Format:
Electronic Resources
Relevance:
60136.9453
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by
Janove, Jathan, 1958-
Call Number
658.3 22
Publication Date
2008
Format:
Electronic Resources
Relevance:
50827.9961
by
Clark, Marc.
Call Number
658.4 22
Publication Date
2007
Format:
Electronic Resources
Relevance:
2.1788
by
Belker, Loren B.
Call Number
658.302 22
Publication Date
2005
Summary
A true management classic with 200,000 copies sold!
Format:
Electronic Resources
Relevance:
1.5737
by
Chambers, Harry (Harry E.)
Call Number
658.4 22
Publication Date
2004
Summary
Shows that micromanagement can be objectively identified and successfully resisted both by those who inflict it and by those who are its victims. This book describes five defining traits of micromanagers including: placing their own self interest above everything else; controlling and manipulating time; and requiring elaborate approval processes.
Format:
Electronic Resources
Relevance:
1.3090
by
Allan, Barbara, 1954-
Call Number
023.9 22
Publication Date
2007
Summary
"This book provides a practical guide to supervisory skills for team leaders and supervisors in library and information work. Although reference is made to relevant management concepts, its strength is that it translates theory into practice, and the focus is decidedly on the latter. This is very much a 'how to' guide for anyone wishing to develop a supervisory role in an ILS context."--Jacket.
Format:
Electronic Resources
Relevance:
1.3008
by
Giesecke, Joan.
Call Number
023.9 20
Publication Date
1997
Format:
Electronic Resources
Relevance:
1.1007
by
Kohn, Stephen E., 1957-
Call Number
658.3 22
Publication Date
2005
Format:
Electronic Resources
Relevance:
1.0687
by
Giesecke, Joan.
Call Number
023.9 22
Publication Date
2010
Summary
Two experienced library managers explain how to create a productive workplace as they weave expert advice and commentary into an easy-to-use resource.
Format:
Electronic Resources
Relevance:
1.0549
by
Miller, Laurence, 1951-
Call Number
658.3045 22
Publication Date
2008
Summary
"Presented in jargon-free, understandable language, From Difficult to Disturbed gives you unparalleled insight into practical psychology and human nature that you can immediately apply to your own unique managerial challenges. From showing you how to encourage higher productivity, fewer sick days, and less staff turnover to helping you decrease the number of disciplinary problems you're likely to encounter, this eminently practical book will make you a unique asset to your organization."--Jacket.
Format:
Electronic Resources
Relevance:
1.0380
by
Axelrod, Wendy.
Call Number
658.3 22
Publication Date
2011
Summary
Despite considerable investment in resources and tools, many companies struggle to meet the demand for the talent they require. Make Talent Your Businessu201d gets to the heart of the matter: Managers themselves are in the best position to help people learn from experience (the uncontested major source of development) and shows managers how to do it by using the five practices that work for managers who are exceptional at building talent. This set of practices goes well beyond the usual managerial coaching and performance management. It moves the focus from performance today to development of skills that truly raise the game of employees?skills such as in-the-moment judgment, customer relationship building and collaborative decision-making. Managers who grow talent enhance their own reputations and get better results, retain people, attract talent and make their organizations more agile and capable to deal with future challenges.
Format:
Electronic Resources
Relevance:
0.8362
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