Verfügbarkeit: Building management skills

Building management skills: an action-first approach

Gespeichert in:

Bibliographische Detailangaben
Hauptverfasser:	Daft, Richard L. 1941- (VerfasserIn), Marcic, Dorothy 1949- (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Mason, Ohio South-Western 2014
Ausgabe:	Internat. ed.
Schlagworte:	Management
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Includes bibliographic references and index
Beschreibung:	XXVII, 638 S. Ill., graph. Darst.
ISBN:	9781285188225 1285188225

Internformat

MARC


LEADER	00000nam a2200000 c 4500
001	BV041234607
003	DE-604
005	00000000000000.0
007	t
008	130822s2014 ad\|\| \|\|\|\| 00\|\|\| eng d
010			\|a 2012937324
020			\|a 9781285188225 \|9 978-1-285-18822-5
020			\|a 1285188225 \|9 1-285-18822-5
035			\|a (OCoLC)856876808
035			\|a (DE-599)HBZHT017745634
040			\|a DE-604 \|b ger \|e rakwb
041	0		\|a eng
049			\|a DE-898
084			\|a QV 584 \|0 (DE-625)142162: \|2 rvk
100	1		\|a Daft, Richard L. \|d 1941- \|e Verfasser \|0 (DE-588)134277511 \|4 aut
245	1	0	\|a Building management skills \|b an action-first approach \|c Richard L. Daft ; Dorothy Marcic [with the assistance of Patricia G. Lane]
250			\|a Internat. ed.
264		1	\|a Mason, Ohio \|b South-Western \|c 2014
300			\|a XXVII, 638 S. \|b Ill., graph. Darst.
336			\|b txt \|2 rdacontent
337			\|b n \|2 rdamedia
338			\|b nc \|2 rdacarrier
500			\|a Includes bibliographic references and index
650		4	\|a Management
700	1		\|a Marcic, Dorothy \|d 1949- \|e Verfasser \|0 (DE-588)171174658 \|4 aut
856	4	2	\|m HBZ Datenaustausch \|q application/pdf \|u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026208905&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA \|3 Inhaltsverzeichnis
999			\|a oai:aleph.bib-bvb.de:BVB01-026208905

Datensatz im Suchindex

_version_	1804150681645350913
adam_text	Titel: Building management skills Autor: Daft, Richard L Jahr: 2014 CONTENTS About the Authors xvi Preface xviii Introduction: A New Approach to Management Skills PART 1 Managing Yourself 33 Chapter 1 Your Manager The Components of Emotional Strengths and Weaknesses 34 Thl Emotionally Competent Manager 58 Need to Know 59 Manager Challenge 35 Video Incident: Bakery Rivalry 35 Action Learning 60 Initial Thoughts 35 Deliberate Practice Exercises 60 High Performance Strengths 60 Discover Yourself 36 Practice Your Strength 61 Questionnaire! 36 Your Killer Constraints 62 Questionnaire 2 39 Questionnaire 3 40 In-Class Team Exercises 63 High Performance Strengths: Another Discover Knowledge 43 Viewpoint 63 Discover Your Strengths 43 Strength Impressions 63 Talent, Knowledge, and Skills 44 Field Team Exercise 64 Leading Words 44 Popular Media and Strengths 64 Why Discover Your Strengths? 45 Test Your Mettle 65 Ten Strengths Related to Manager Role Play Simulations 65 Performance 46 7 Steps to...Fixing a Damaged Bakery Rivalry 65 Relationship 48 Out of Control? 66 What about Personal Weak Points or Strengths and Weaknesses at Modem Limitations? 51 Internal Constraints Limit You 51 What s Your Problem? 52 Case Incidents 66 The Problem of Poor People Skills 52 MacLuren s/Gold Group Salons 66 Six Killer Constraints 53 Use Emotional Intelligence to Avoid the Killer Personal Skills Log 70 Constraints 56 References 71 Chapter 2 Learning about Video Application 107 Becoming Self-Aware at Mitchell Gold Yourself 74 Manager Challenge 75 Understanding Personality 88 Bob Williams 107 Case Incidents 107 The Marshall Plan 107 Video Incident: Never Good Enough 75 Giving Back 108 Initial Thoughts 75 Personal Skills Log 111 References 112 Chapter 3 Managing Yourself to Get Things Done 116 Discover Yourself 76 Questionnaire 1 76 Questionnaire 2 77 Questionnaire 3 79 Questionnaire 4 79 Questionnaire 5 82 Discover Knowledge 83 Manager Challenge 117 Know Yourself 83 Video Incident: Wasted Time? 117 What s Your Problem? 84 Initial Thoughts 117 The Importance of Self-Awareness 84 Discover Yourself 118 How to Expand Your Self-Awareness 85 Questionnaire 1 118 Using the Johari Window to Enhance Questionnaire 2 119 Self-Awareness 86 Questionnaire 3 120 Key Individual Differences 87 Discover Knowledge 122 Thinking Styles and the Herrmann Whole Higher-Order Thinking 122 Brain Model 90 Why Can t We Follow Our Good 7 Steps to... MakingYour Natural Intentions? 122 Personality Work for You 90 BringYour Brain into Balance 123 Jungian Types for Interacting A Bottom-up Approach to Getting Things under with the World 92 Control 124 Underlying Values 94 Basic Principles for Self-Management 124 Instrumental and End Values 95 A Step-by-Step Guide to Values-Based Management 97 Self-Management 125 Leading Words 97 Some Tried-and-True Time Management Using Self-Awareness to Build Management Techniques 126 Skills 98 What s Your Problem? 127 Need to Know 99 What About Procrastination? 128 Why Do We Procrastinate? 128 Action Learning 101 Tas£ jrgency influences Deliberate Practice Exercises 101 Procrastination J 29 Values in Action 101 How to Overcome Your Procrastination 130 Personality Type 102 Visualize Your Intention 131 In-Class Team Exercises 103 Verbalize Your Intention 131 Self-Awareness and Feedback 103 Leading Words 132 Managerial Values 104 Other Techniques for Overcoming Field Team Exercise 104 Procrastination 132 Job Advertisements—Brain Managing Stress 133 Dominance 104 Challenge Stress versus Threat Stress 134 Test Your Mettle 106 7 Steps to Dealing with an Office Bully 134 Role Play Simulations 106 Type A and Type B Behavior 135 Never Good Enough 106 Developing Your Stress Management Painful Rumors 106 Competencies 136 Need to Know 138 Action Learning 139 Personal Approaches to Creative Problem Deliberate Practice Exercises 139 Solving 168 How Do I Allocate My Time- Urgent or Your Creative Problem-Solving Style 168 Important? 139 Common Mistakes in Problem Solving 169 Mindful Stress Reduction 139 Getting Trapped Reducing Stress and Procrastination 140 in the Status Quo 169 In-Class Team Exercise 141 7 Steps to...Squash Your Creativity 170 Time Bandits 141 Justifying Previous Solutions 170 Field Team Exercise 142 Being Overconfident 171 Who s Stressed Out the Most? 142 Need to Know 172 Test Your Mettle 143 Action Learning 173 Role Play Simulations 143 Deliberate Practice Exercises 173 Wasted Time? 143 The 5 Percent Challenge 173 The Need to Focus 143 Use Your Intuition 174 Video Application 144 In-Class Team Exercise 175 Lost in Translation 144 Boyberik: Team Problem Solving 175 Case Incidents 144 Field Team Exercise 175 Jekyll Hyde 144 What Does the Future Hold? A Visioning The Power of Positive .. . Whatever 146 Exercise 175 Personal Skills Log 148 Test Your Mettle 177 Role Play Simulations 177 References 149 Go Figure . 177 The Mess Up 178 Chapter 4 Creative Problem video Application 178 SolvinP; 152 Solving Problems at Plant Fantasies 178 Case Incidents 178 Manager Challenge 153 Team Players 178 Medici Mediterranean Restaurant 180 Video Incident: Go Figure! 153 Initial Thoughts 153 Personal Skills Log 182 Discover Yourself 154 Answers to Questions in Exhibit 4.1 183 Answers to Questions in Exhibit 4.5 184 Questionnaire 1 154 Questionnaire 2 154 References 185 Questionnaire 3 155 Questionnaire 4 155 Chapter 5 How Managers Discover Knowledge 157 Communicate 188 The Problems Managers Face 157 Problem-Solving Basics 159 Manager Challenge 189 Stage 1. Define the Problem 159 Video Incident: Get On Board! 189 Stage 2. Select a Response 161 Initial Thoughts 189 Stage 3: Execute a Solution 163 Maximize Your Problem-Solving Effectiveness 163 Discover Yourself 190 Leading Words 164 Questionnaire 1 190 Stage 1: Techniques for Improving Problem Questionnaire 2 190 Definition 164 Questionnaire 3 191 Stage 2: Techniques for Developing and Questionnaire 4 192 Selecting Alternatives 165 Questionnaire 5 192 Stage 3: Techniques for Executing a Solution 167 Discover Knowledge 194 What s Your Problem? 167 Your Success as a Manager DePends on Good Communication 194 what is Manager Communication? 194 Chapter 6 Becoming an A Model of Communication 195 Test Your Mettle 215 Personal Skills Log 220 References 221 Ethical Manager 224 Manager Challenge 225 The Manager s Biggest Job 196 Managers Are Sensegivers 196 The Manager as Communication Champion 197 Video Incident: Is It a Secret Leading Effective Conversations 198 or Is It Espionage? 225 Creating an Open Communication Initial Thoughts 225 Climate 198 Discover Yourself 226 Asking Questions 199 Questionnaire 1 226 Active Listening 199 Questionnaire 2 226 7 Steps to...Supportive Listening 200 Questionnaire 3 227 Communicating to Persuade 201 Questionnaire 4 228 The Art of Persuasion 201 Communicating with Candor 201 What s Your Problem? 102 What Managers Do to Make Things Go Wrong 229 Discover Knowledge 229 Using the Correct Channel 203 What Does an Ethical Manager Do? 230 The Continuum of Channel What Is Your Level of Moral Development? 231 Richness 203 The Moral Development Scale 232 Using Electronic Channels 204 Where Are You on the Moral Development LeadingWords 205 Scale? 233 Nonverbal Communication 206 What Makes Ethical Decisions So Difficult? 235 Making Presentations 207 Ethical Dilemmas 235 Prepare 207 Varying Ethical Intensity 236 Practice—and Then Practice Again 208 How to Make Ethical Choices 237 Personalize 208 7 Steps to...Ethical Difficulty 237 Pace 208 Use Rotary International s Four-Way Test 238 Polish 209 What s Your Problem? 238 Need to Know 209 Other Approaches to Guide Ethical Decision Making 239 Action Learning 210 Courage Drives Ethics 239 Deliberate Practice Exercises 210 What Is Courage? 239 Asking Questions 210 LeadingWords 241 Channel Richness 210 The Need for Personal Moral In-Class Team Exercise 211 Courage 241 Listening (or Not) Skills 211 Develop Your Backbone 241 Field Team Exercise 213 Believe in a Higher Purpose 242 Presentation Skills 213 Draw Strength from Others 242 Harness Frustration and Anger 242 Start Small 243 Role Play Simulations 215 Need to Know 243 Get on Board! 215 What s Going On? 216 Action Learning 244 Video Application 216 Deliberate Practice Exercises 244 Communication Choices at Plant The Courage to Ask Dumb Fantasies 216 Questions 244 Case Incidents 216 Practice Humility 245 Toy-Gate 216 My Own Four-Way Test 245 Loose Cannon 218 In-Class Team Exercise 246 Social Values 246 Field Team Exercise 247 Ethical Working Conditions 247 Test Your Mettle 249 Case Incidents 250 Role Play Simulations 249 The Way It s Done 250 Is It a Secret or Is It Espionage? 249 Worth It? 252 What s the Big Deal? 250 Personal Skills Log 254 Video Application 250 Social Responsibility at Theo References 255 Chocolate 250 PART 2 Managing Relationships 259 Chapter 7 Motivating for Use Rewards to Reinforce Desirable Behavior 276 Performance 260 Help People Perform to Achieve Rewards 277 Manager Challenge 261 Treat People Fairly: The Concept of Video Incident: Equality or Not? 261 Equity 278 Initial Thoughts 261 Motivate by Empowering People 279 Discover Yourself 262 Give Meaning to Work through Engagement 280 Questionnaire! 262 Need to Know 281 Action Learning 283 Questionnaire 2 262 Questionnaire 3 263 Questionnaire 4 264 Deliberate Practice Exercises 283 Questionnaire 5 265 Positive Reinforcement 283 Job Characteristics 284 Discover Knowledge 266 In-Class Team Exercises 285 Establish Goals for High Performance 266 Work vs. Play 285 Leading Words 266 The Impact of Positive and Negative Applying Goal Setting Theory 267 Reinforcement 286 The Impact of Goal Setting 267 Field Team Exercise 286 The Foundations of Motivation: Recognizing Human Another Day at the Office 286 Needs 268 The Link between Individual Needs and Test Your Mettle 287 Motivation 269 Role Play Simulations 287 What s Your Problem? 269 Equality or Not? 287 The Hierarchy of Needs 271 Who Wants to Be Empowered? 288 Motivate by Meeting Higher-Level Video Application 288 Needs 272 LivingSocial Escapes 288 Shaping Behavior toward High Performance: Design Case Incidents 288 Motivating Jobs 273 Balancing Act 288 7 Steps to...Using Rewards Sun Spots 290 Effectively 274 Shaping Behavior toward High Performance: Use Personal Skills Log 292 Rewards Appropriately 276 References 293 Chapter 8 Getting Things Done Test Your Mettle 322 Role Play Simulations 322 Cliques 322 through Networks, Relationships, and Soft Power 296 Soft Power 323 Video Application 323 Manager Challenge 297 The Personal Touch at Camp Bow Video Incident: Cliques 297 Wow 323 Initial Thoughts 297 Case Incidents 323 Discover Yourself 298 Sweating the Suarez Effect 323 Outside the Loop 325 Questionnaire 1 298 Questionnaire 2 298 Personal Skills Log 327 Questionnaire 3 299 Questionnaire 4 300 References 328 Discover Knowledge 302 Relationships ioi 302 Chapter 9 Developing People Networking 303 with Coaching, Delegation, and Types of Personal Networks 303 Deliberate Practice 332 Roles in a Network 305 Learn to Network 307 Manager Challenge 333 Just Get Started 307 Video Incident: Rough at the Edges 333 Dig the Well Before You Are Thirsty 307 Initial Thoughts 333 Take Names 308 Never Eat Alone 308 Discover Yourself 334 Have Something to Give 308 Questionnaire 1 334 Find a Kingpin 308 Questionnaire 2 334 New Media Networks 309 Questionnaire 3 335 Make It Personal 309 Questionnaire 4 335 Keep It Appropriate 310 Questionnaire 5 336 7 Steps to... Using Online Networks Discover Knowledge 337 Professionally 310 LeadingWords 337 How Managers Use Networks for Soft Power and What Is Managerial Coaching? 338 Political Influence 311 A Crucial Skill for Manager What s Your Problem? 311 Performance 338 What Is Soft Power? 312 What People Want 338 Build Your Soft Power for Social and The Coaching-Friendly Mindset 3 39 Political Influence 312 Coaching versus Traditional LeadingWords 313 Managing 340 Techniques for Applying Soft Power and Directive vmu$ Comultative Political Influence 314 Coaching 340 Need to Know 317 The Coaching Model 341 Action Learning 318 Step 1: Prepare Mentally 342 Deliberate Practice Exercises 318 SteP 2: Reach a Coaching Agreement 342 Soft Power Influence 318 Step 3: Set Broad Goals 342 Learn to Network Better 319 Step 4: Gather Information 343 My Networks 319 Step 5: Collect and Provide Helpful Circles of Influence 319 Feedback 343 In-Class Team Exercise 319 Step 6: Define Together What Needs to PowerDynamics 319 7 Steps to...Valuable Feedback 346 Field Team Exercise 320 Step 7: Together Set Action Steps for Change 348 DevelopingTrust and Relationships 320 Step 8: Follow Up 348 What s Your Problem? 349 Learn to Develop People with Delegation 349 The First Rule for Any Difficult Learn to Use the Power of Deliberate Practice 350 Conversation 378 Need to Know 352 Use the ILETS Model 378 Additional Tools for Difficult Action Learning 353 Conversations 379 Deliberate Practice Exercises 353 What s Your Problem? 380 Coaching Practice 353 How to Deliver Bad News 380 My Best Coach Ever 354 What Is Your Conflict Handling Style? 381 Directing versus Coaching 355 Types of Conflict 381 How Do You Delegate? 355 Styles to Handle Conflict 381 In-Class Team Exercise 355 Negotiation Strategies for Reaching Non-Directive Listening versus Agreements 383 Advising 355 Planning the Negotiation 383 Field Team Exercise 356 Conducting the Negotiation 384 Analyzing and Practicing Feedback 356 7 Steps to...More Skill in Negotiations 385 Test Your Mettle 358 Need to Know 387 Role Play Simulations 358 Action Learning 388 Rough at the Edges 358 Deliberate Practice Exercises 388 Delegation Dilemma 358 The ILETS Model: Easy Video Application 358 Conversations 388 Welcome Home, Roscoe Jenkins 358 The ILETS Model: A Difficult Case Incidents 359 Conversation 388 Rookie 359 Observe Your Communication This Isn t the Wild West, Son 361 Behavior 389 Conflict Styles 389 In-Class Team Exercise 389 Personal Skills Log 363 References 364 Dialogue Circle 389 Field Team Exercise 390 How Are Public Conflicts Resolved? 390 Chapter 10 Handling Difficult Conversations, Conflict, and Test Your Mettle 392 Negotiation 366 Manager Challenge 367 Appraisal Inflation 392 Negotiating a Business Opportunity 392 Video Application 392 Video Incident: Appraisal Inflation 367 Convict During In Good Company 392 Initial Thoughts 367 6 Case Incidents 393 Discover Yourself 368 What I Like to Hear 393 Questionnaire 1 368 Decision Time 394 Questionnaire 2 368 Questionnaire 3 369 Personal Skills Log 397 Questionnaire 4 371 References 398 Discover Knowledge 372 Leading Words 372 Use Robust Dialogue for Team Issues 373 Chapter 11 Managing Your Is Team Dialogue Really Needed? 373 BOSS 400 How Does Robust Dialogue Work? 373 The Foundation of Dialogue 375 Manager Challenge 401 Handling Difficult Conversations 375 Video Incident: Pushback? 401 A Guide for Conducting Difficult Conversations 377 Initial Thoughts 401 Prepare Your Mind: Learning versus Combat 377 Discover Yourself 402 Finding Power and Courage for Managing Up 418 Questionnaire 1 402 Personal Sources 419 Questionnaire 2 402 Position Sources 419 Questionnaire 3 403 Need to Know 419 Questionnaire 4 404 Action Learning 421 Discover Knowledge 406 Deliberate Practice Exercises 421 The Art of Managing Up 406 Help the Boss 421 LeadingWords 407 What Kind of Boss Am I? 422 Why Do You Tense Up Around the Boss? 407 LookingUp 422 Unhelpful Attitudes toward the Boss 408 In-Class Team Exercise 423 Helpful Attitudes toward the Boss 409 Boss Dilemmas 423 What Your Boss Wants from You 409 Field Team Exercise 424 Boss Management Rule #1: Understand Your Getting Along with the Boss 424 Boss 410 Test Your Mettle 426 7 Steps to...Infuriating the Boss 411 Observe and Analyze the Boss s Work Style 411 Understand the Types of Bosses 412 The Hovering Boss 427 Boss Management Rule #2: Employ Specific Tactics 414 Video Application 427 Barcelona Restaurant Group 427 Help Your Boss Be a Good Boss 414 Be a Resource for the Boss 415 Case Incidents 427 Build a Relationship with Your Boss 415 Waiting for Lift-off 427 What s Your Problem? 415 Finding What s Still Salvageable 428 See the Boss Realistically 416 Personal Skills Log 431 Boss Management Rule #3: Understand Yourself 416 PART 3 Managing Your Team 435 Chapter 12 Managing What Does a High-Performing Team Look Like? It Takes Time to Develop a High-Performing Team 445 ? 444 Manager Challenge 437 Forming 446 Storming 446 Video Incident: Rewarding What? 437 Norming 447 Initial Thoughts 437 Performing 447 Discover Yourself 438 Adjourning 447 Questionnaire 1 438 The Personal Dilemma of Teamwork 447 Questionnaire 2 438 What s Your Problem? 448 Questionnaire 3 439 Frustrations within Teams 449 Questionnaire 4 440 Reduced Effort 449 Discover Knowledge 442 Loss of Diverse Thinking 449 Wrong Rewards 450 The Value of Teams 442 What Makes a Valuable Team Member? 450 Discover Yourself 476 What Team Members Must Questionnaire 1 476 Contribute 450 Questionnaire 2 477 Team Member Roles 451 Questionnaire 3 478 What Makes a Good Team Leader? 452 Questionnaire 4 479 Recognize the Importance of a Compelling Discover Knowledge 480 Uam to Truly Share Power 452 Two Paths to High Performance 480 MeetTask Needs 480 LeadingWords 453 Meet People Needs 481 Shape Norms of Conduct and Do You Have a lask or a People Performance 454 Orientation? 481 Running a learn Meeting 454 Have a Cfear Purpose 454 Ther Role of Hard Pow^and Formal Authority 483 Invite the Right People 454 Legitimate Power of Position 484 R P hard 455 Resources: Rewards and Punishments 484 Use the Right Processes 455 Accountability-Based Management 485 7 Steps to...Running a Great Meeting 456 The Need for Accountability 485 Follow-Up 456 An Accountability Cycle 485 A Special Note on Virtual Meetings 456 LeadingWords 488 Need to Know 457 Get the Right People on the Bus 489 Clearly Define the Position 490 Action Learning 458 Get the Word Out 490 Deliberate Practice Exercises 458 Select the Best Person 490 Birth Order and Team Roles 458 Take Your Time 491 Group Skills 459 A Manager s Toughest Job: Getting Rid of In-Class Team Exercises 460 Poor Performers 491 Wilderness Survival 460 How to Evaluate People 492 Running a Meeting 463 Conducting a Performance Appraisal 492 Field Team Exercise 463 7 Steps to...Turning a Performance Review CookingYourTeam 463 into a Fight 493 Test Your Mettle 465 A Controversial Appraisal System 494 What s Your Problem? 494 Role Play Simulations 465 Need to Know 495 Rewarding What? 465 Creating a High-Performance Team 466 Action Learning 496 Video Application 466 Deliberate Practice Exercises 496 Striving for More Teamwork at Holden Holding Yourself Accountable 496 Outerwear 466 Tasks versus Relationships 497 Case Incidents 466 In-Class Team Exercises 498 We Are the Dream Team 466 Performance Evaluation Plan 498 Class Project 468 The De-Luxe Boat Shipyard: Group Construction and Accountability 499 Personal Skills Log 470 Field Team Exercise 499 References 471 Getting the Right People on the Bus 499 Chapter 13 Achieving Desired Outcomes: Getting the Right People and Managing Performance 474 video Application 502 Test Your Mettle 501 Role Play Simulations 501 The Scorecard 501 The CEO s Decision 502 Manager Challenge 475 Video Incident: The Scorecard 475 The Right People at Barcelona Restaurant Group 502 Case Incidents 503 What s Wrong with the Team? 503 Initial Thoughts 475 Five Stars-Really?? 504 Chapter 14 Managing Cross-Culturally 510 Personal Skills Log 507 Test Your Mettle 538 References 508 Role Play Simulations 538 Getting Respect 538 The Management Consultant from Appazit 538 Video Application 539 Mitchell Gold + Bob Williams 539 Case Incidents 539 Manager Challenge 511 True to Myself 539 Video Incident: Getting Respect 511 Diversity Nightmare 541 Initial Thoughts 511 Personal Skills Log 543 Discover Yourself 512 References 544 Questionnaire 1 512 Questionnaire 2 513 Chapter 15 Positive Questionnaire 3 514 Questionnaire 4 515 Leadership 548 Questionnaire 5 516 Manager Challenge 549 Discover Knowledge 517 Video Incident: Just Say NO! 549 LeadingWords 518 Initial Thoughts 549 Managing Globally: The Culture Difference Trap 518 Discover Yourself 550 Personal Qualities for Being a Successful Global Questionnaire 1 550 Manager 521 Questionnaire 2 550 The Curse of Ethnocentrism 521 Questionnaire 3 551 Developing Cultural Intelligence 522 Questionnaire 4 552 What People Across Cultures Expect from Discover Knowledge 554 Managers 523 Leadership with a Positive Preference 554 Communication 523 Face Your Negativity Problem 554 Decision Making 525 Develop Positive Leadership Qualities 555 Positive Personal Qualities and Relationships 557 7 Steps to... A Toxic Workplace 557 What about Diverse Cultures in a Single Practice Mindfulness 558 Country? 526 Demonstrate Humility and Will 558 Valuing Diversity 526 Lead with Love, not Fear 559 Management Challenges 527 Create Positive Vision and Meaning 560 7Steps to... Not Being taken Seriously 528 Link Vision with Action 561 What s Your Problem? 529 Provide a Noble Purpose 562 Foster a High Positivity Ratio in Communications 563 Women As Managers 531 What s Your Problem? 564 Is Management Style Gender Driven? 531 Build a Positive Team Culture and Values 564 Your Challenge as a Manager 531 Culture Strength 564 Need to Know 532 The High-Performance Culture 565 Action Learning 533 How to ShaPe Culture 565 Deliberate Practice Exercises 533 LeadingWords 566 Understanding Cultural Differences 533 Design Positive Work 567 The Ups and the Downs 533 Focus on Strengths 567 In-Class Team Exercise 535 Help People Find Flow 567 Gender Differences in Need to Know 569 Communication 535 Action Learning 570 Field Team Exercise 536 Deliberate Practice Exercises 570 Becoming a Minority 536 Check Your Ego 570 Caring Relationships 571 In-Class Team Exercise 572 Appreciative Inquiry 595 Car Wash 572 Leading Everyday Change with Field Team Exercise 572 Appreciative Inquiry 596 Anthropological Hunt 572 A Checklist for Planned Organizational Test Your Mettle 574 Change 597 What s Your Problem? 598 Role Play Simulations 574 Effective Techniques Used by Change Just Say NO! 574 Managers 598 TheHo-HumJob 574 Always Have a Sponsor 598 Video Application 575 Leverage Both the Hard and Soft Sides of Positive Leadership at Camp Bow Wow 575 Change 599 Case Incidents 575 Don t Be Deceived by Despair 600 One Size Fits All? 575 Strive to Create a Learning Organization 601 Culture Clash 576 7 Steps to... Stacking the Odds against Personal Skills Log 579 Change 602 Team-Based Structure 603 References 580 Empowered Employees 603 Personal Networks 603 Adaptive Culture 603 Chapter 16 Managing Personal Need to Know 604 and Organizational Change 584 Action Learning 60s Deliberate Practice Exercises 605 Do What You Love 605 Manager Challenge 585 Video Incident: Light the Fire 585 You Can Change! 606 Initial Thoughts 585 In-Class learn Exercise 607 Discover Yourself 586 An Ancient Tale 607 Questionnaire 1 586 Field Team Exercise 608 Questionnaire 2 586 Appreciative Inquiry 608 Questionnaire 3 587 Questionnaire 4 588 Test Your Mettle 610 Role Play Simulations 610 Discover Knowledge 590 Light the Fire 610 Face the Facts: People Have a Hard Time An Ancient Tale Role Play 611 Changing 590 Video Application 611 Change Typically Involves a Personal Theo Chocolate 611 Ending and Loss 590 Case Incidents 611 Leading Words 591 Agents of Change 611 A New Beginning 592 Irom This Point On ... 612 Learn the Keys to Helping Individuals Change 593 Recognize the Stages of Personal Change 593 Personal Skills Log 614 Changing the Team or Organization 595 References 615 Glossary 618 Name Index 625 Subject Index 630
any_adam_object	1
author	Daft, Richard L. 1941- Marcic, Dorothy 1949-
author_GND	(DE-588)134277511 (DE-588)171174658
author_facet	Daft, Richard L. 1941- Marcic, Dorothy 1949-
author_role	aut aut
author_sort	Daft, Richard L. 1941-
author_variant	r l d rl rld d m dm
building	Verbundindex
bvnumber	BV041234607
classification_rvk	QV 584
ctrlnum	(OCoLC)856876808 (DE-599)HBZHT017745634
discipline	Wirtschaftswissenschaften
edition	Internat. ed.
format	Book
fullrecord	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01378nam a2200349 c 4500</leader><controlfield tag="001">BV041234607</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">00000000000000.0</controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">130822s2014 ad\|\| \|\|\|\| 00\|\|\| eng d</controlfield><datafield tag="010" ind1=" " ind2=" "><subfield code="a">2012937324</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781285188225</subfield><subfield code="9">978-1-285-18822-5</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">1285188225</subfield><subfield code="9">1-285-18822-5</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)856876808</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)HBZHT017745634</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-898</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QV 584</subfield><subfield code="0">(DE-625)142162:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Daft, Richard L.</subfield><subfield code="d">1941-</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)134277511</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Building management skills</subfield><subfield code="b">an action-first approach</subfield><subfield code="c">Richard L. Daft ; Dorothy Marcic [with the assistance of Patricia G. Lane]</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">Internat. ed.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Mason, Ohio</subfield><subfield code="b">South-Western</subfield><subfield code="c">2014</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">XXVII, 638 S.</subfield><subfield code="b">Ill., graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Includes bibliographic references and index</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Management</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Marcic, Dorothy</subfield><subfield code="d">1949-</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)171174658</subfield><subfield code="4">aut</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">HBZ Datenaustausch</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026208905&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-026208905</subfield></datafield></record></collection>
id	DE-604.BV041234607
illustrated	Illustrated
indexdate	2024-07-10T00:42:47Z
institution	BVB
isbn	9781285188225 1285188225
language	English
lccn	2012937324
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-026208905
oclc_num	856876808
open_access_boolean
owner	DE-898 DE-BY-UBR
owner_facet	DE-898 DE-BY-UBR
physical	XXVII, 638 S. Ill., graph. Darst.
publishDate	2014
publishDateSearch	2014
publishDateSort	2014
publisher	South-Western
record_format	marc
spelling	Daft, Richard L. 1941- Verfasser (DE-588)134277511 aut Building management skills an action-first approach Richard L. Daft ; Dorothy Marcic [with the assistance of Patricia G. Lane] Internat. ed. Mason, Ohio South-Western 2014 XXVII, 638 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographic references and index Management Marcic, Dorothy 1949- Verfasser (DE-588)171174658 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026208905&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Daft, Richard L. 1941- Marcic, Dorothy 1949- Building management skills an action-first approach Management
title	Building management skills an action-first approach
title_auth	Building management skills an action-first approach
title_exact_search	Building management skills an action-first approach
title_full	Building management skills an action-first approach Richard L. Daft ; Dorothy Marcic [with the assistance of Patricia G. Lane]
title_fullStr	Building management skills an action-first approach Richard L. Daft ; Dorothy Marcic [with the assistance of Patricia G. Lane]
title_full_unstemmed	Building management skills an action-first approach Richard L. Daft ; Dorothy Marcic [with the assistance of Patricia G. Lane]
title_short	Building management skills
title_sort	building management skills an action first approach
title_sub	an action-first approach
topic	Management
topic_facet	Management
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026208905&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT daftrichardl buildingmanagementskillsanactionfirstapproach AT marcicdorothy buildingmanagementskillsanactionfirstapproach

Verfügbarkeit

Es ist kein Print-Exemplar vorhanden.

Fernleihe Bestellen Achtung: Nicht im THWS-Bestand! Inhaltsverzeichnis

MARC

Datensatz im Suchindex

Es ist kein Print-Exemplar vorhanden.

Ähnliche Einträge