98 opportunities to improve management in government: = Ninety-eight opportunities to improve management in government
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Tysons Corner, Virginia
Management Concepts Press
2014
|
| Subjects: | |
| Online Access: | FAW01 FAW02 |
| Item Description: | Online resource; title from PDF title page (ebrary, viewed March 3, 2015) |
| Physical Description: | 1 online resource (208 pages) illustrations, tables |
| ISBN: | 9781567264623 156726462X 9781567264616 |
Staff View
MARC
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| 245 | 1 | 0 | |a 98 opportunities to improve management in government |b = Ninety-eight opportunities to improve management in government |c Stewart Liff |
| 246 | 1 | 3 | |a Ninety-eight opportunities to improve management in government |
| 246 | 1 | 1 | |a Ninety-eight opportunities to improve management in government |
| 264 | 1 | |a Tysons Corner, Virginia |b Management Concepts Press |c 2014 | |
| 264 | 4 | |c © 2014 | |
| 300 | |a 1 online resource (208 pages) |b illustrations, tables | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Online resource; title from PDF title page (ebrary, viewed March 3, 2015) | ||
| 505 | 8 | |a Title Page; Copyright; About the Author; Contents; Preface; Acknowledgments; PART ONE: FOR SUPERVISORS; Chapter One: Dealing with People Day-to-Day; 1. Improving communication; 2. Managing time and attendance; 3. Managing knowledge; 4. Dealing with reasonable accommodation issues; 5. Implementing the principle of reliable consequences; Chapter Two: Managing Performance; 6. Tracking and analyzing your work; 7. Writing performance standards; 8. Giving feedback; 9. Appraising your employees; 10. Implementing a rewards and recognition program; Chapter Three: Working with Unions | |
| 505 | 8 | |a 11. Understanding unions12. Knowing your legal obligations; 13. Knowing your contractual obligations; 14. Not taking it personally; 15. Knowing the worst that could happen; Chapter Four: Addressing Problem Situations; 16. Dealing with difficult and problem people; 17. Adopting the right philosophy; 18. Fighting fear; 19. Holding the line; 20. Using leverage to your advantage; 21. Handling poor performers; 22. Dealing with insubordination; 23. Addressing chronic lateness; 24. Stopping leave abuse; 25. Dealing with people who don't give it their all; 26. Standing up to bullies | |
| 505 | 8 | |a 27. Getting the attention of people who are loud and opinionated28. Handling cynics; 29. Helping good people who are struggling; 30. Addressing alcohol and drug abuse; 31. Responding when you disagree with management; Chapter Five: Coping with the Politics; 32. Being careful about what you say; PART TWO: FOR MANAGERS; Chapter Six: Developing the Right People Systems and Programs; 33. Implementing an effective hiring program; 34. Onboarding new employees; 35. Choosing work-life and wellness programs; 36. Making the most of telework; 37. Managing alternative work schedules | |
| 505 | 8 | |a 38. Offboarding peopleChapter Seven: Improving Your Performance; 39. Recognizing the importance of organizational systems; 40. Aligning your systems; 41. Setting up a performance management system; 42. Establishing goals and objectives; 43. Developing metrics; 44. Managing expectations; 45. Dealing with impossible expectations; 46. Having the right information; 47. Measuring your productivity; 48. Measuring your effectiveness; 49. Using visual performance management; Chapter Eight: Optimizing Your Resources; 50. Getting the biggest bang for your buck when hiring | |
| 505 | 8 | |a 51. Having the right number of employees52. Managing your average daily rate; 53. Improving your average grade; 54. Ensuring you have the right number of supervisors; 55. Using temporary employees; 56. Using contractors; 57. Using overtime; 58. Managing your overhead; 59. Managing your non-payroll; 60. Scrutinizing your travel; 61. Overseeing your workers' compensation program; PART THREE: FOR LEADERS; Chapter Nine: Developing Supervisors and Managers; 62. Recognizing that supervisors and managers are key; 63. Deciding between coaches and supervisors | |
| 505 | 8 | |a 98 Opportunities to Be a 100 Percent Better Government Manager | |
| 650 | 4 | |a Civil service / United States / Personnel management | |
| 650 | 7 | |a POLITICAL SCIENCE / Public Affairs & Administration |2 bisacsh | |
| 650 | 7 | |a Civil service / Personnel management |2 fast | |
| 650 | 7 | |a Office practice in government |2 fast | |
| 650 | 7 | |a Total quality management in government |2 fast | |
| 650 | 4 | |a Civil service |x Personnel management |a Office practice in government |a Total quality management in government | |
| 651 | 4 | |a USA | |
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Record in the Search Index
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| any_adam_object | |
| author | Liff, Stewart |
| author_facet | Liff, Stewart |
| author_role | aut |
| author_sort | Liff, Stewart |
| author_variant | s l sl |
| building | Verbundindex |
| bvnumber | BV043958794 |
| collection | ZDB-4-EBA |
| contents | Title Page; Copyright; About the Author; Contents; Preface; Acknowledgments; PART ONE: FOR SUPERVISORS; Chapter One: Dealing with People Day-to-Day; 1. Improving communication; 2. Managing time and attendance; 3. Managing knowledge; 4. Dealing with reasonable accommodation issues; 5. Implementing the principle of reliable consequences; Chapter Two: Managing Performance; 6. Tracking and analyzing your work; 7. Writing performance standards; 8. Giving feedback; 9. Appraising your employees; 10. Implementing a rewards and recognition program; Chapter Three: Working with Unions 11. Understanding unions12. Knowing your legal obligations; 13. Knowing your contractual obligations; 14. Not taking it personally; 15. Knowing the worst that could happen; Chapter Four: Addressing Problem Situations; 16. Dealing with difficult and problem people; 17. Adopting the right philosophy; 18. Fighting fear; 19. Holding the line; 20. Using leverage to your advantage; 21. Handling poor performers; 22. Dealing with insubordination; 23. Addressing chronic lateness; 24. Stopping leave abuse; 25. Dealing with people who don't give it their all; 26. Standing up to bullies 27. Getting the attention of people who are loud and opinionated28. Handling cynics; 29. Helping good people who are struggling; 30. Addressing alcohol and drug abuse; 31. Responding when you disagree with management; Chapter Five: Coping with the Politics; 32. Being careful about what you say; PART TWO: FOR MANAGERS; Chapter Six: Developing the Right People Systems and Programs; 33. Implementing an effective hiring program; 34. Onboarding new employees; 35. Choosing work-life and wellness programs; 36. Making the most of telework; 37. Managing alternative work schedules 38. Offboarding peopleChapter Seven: Improving Your Performance; 39. Recognizing the importance of organizational systems; 40. Aligning your systems; 41. Setting up a performance management system; 42. Establishing goals and objectives; 43. Developing metrics; 44. Managing expectations; 45. Dealing with impossible expectations; 46. Having the right information; 47. Measuring your productivity; 48. Measuring your effectiveness; 49. Using visual performance management; Chapter Eight: Optimizing Your Resources; 50. Getting the biggest bang for your buck when hiring 51. Having the right number of employees52. Managing your average daily rate; 53. Improving your average grade; 54. Ensuring you have the right number of supervisors; 55. Using temporary employees; 56. Using contractors; 57. Using overtime; 58. Managing your overhead; 59. Managing your non-payroll; 60. Scrutinizing your travel; 61. Overseeing your workers' compensation program; PART THREE: FOR LEADERS; Chapter Nine: Developing Supervisors and Managers; 62. Recognizing that supervisors and managers are key; 63. Deciding between coaches and supervisors 98 Opportunities to Be a 100 Percent Better Government Manager |
| ctrlnum | (ZDB-4-EBA)ocn905916651 (OCoLC)905916651 (DE-599)BVBBV043958794 |
| dewey-full | 352.6 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 352 - General considerations of public administration |
| dewey-raw | 352.6 |
| dewey-search | 352.6 |
| dewey-sort | 3352.6 |
| dewey-tens | 350 - Public administration and military science |
| format | Electronic eBook |
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| geographic | USA |
| geographic_facet | USA |
| id | DE-604.BV043958794 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T07:39:45Z |
| institution | BVB |
| isbn | 9781567264623 156726462X 9781567264616 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-029367498 |
| oclc_num | 905916651 |
| open_access_boolean | |
| owner | DE-1047 DE-1046 |
| owner_facet | DE-1047 DE-1046 |
| physical | 1 online resource (208 pages) illustrations, tables |
| psigel | ZDB-4-EBA ZDB-4-EBA FAW_PDA_EBA |
| publishDate | 2014 |
| publishDateSearch | 2014 |
| publishDateSort | 2014 |
| publisher | Management Concepts Press |
| record_format | marc |
| spelling | Liff, Stewart Verfasser aut 98 opportunities to improve management in government = Ninety-eight opportunities to improve management in government Stewart Liff Ninety-eight opportunities to improve management in government Tysons Corner, Virginia Management Concepts Press 2014 © 2014 1 online resource (208 pages) illustrations, tables txt rdacontent c rdamedia cr rdacarrier Online resource; title from PDF title page (ebrary, viewed March 3, 2015) Title Page; Copyright; About the Author; Contents; Preface; Acknowledgments; PART ONE: FOR SUPERVISORS; Chapter One: Dealing with People Day-to-Day; 1. Improving communication; 2. Managing time and attendance; 3. Managing knowledge; 4. Dealing with reasonable accommodation issues; 5. Implementing the principle of reliable consequences; Chapter Two: Managing Performance; 6. Tracking and analyzing your work; 7. Writing performance standards; 8. Giving feedback; 9. Appraising your employees; 10. Implementing a rewards and recognition program; Chapter Three: Working with Unions 11. Understanding unions12. Knowing your legal obligations; 13. Knowing your contractual obligations; 14. Not taking it personally; 15. Knowing the worst that could happen; Chapter Four: Addressing Problem Situations; 16. Dealing with difficult and problem people; 17. Adopting the right philosophy; 18. Fighting fear; 19. Holding the line; 20. Using leverage to your advantage; 21. Handling poor performers; 22. Dealing with insubordination; 23. Addressing chronic lateness; 24. Stopping leave abuse; 25. Dealing with people who don't give it their all; 26. Standing up to bullies 27. Getting the attention of people who are loud and opinionated28. Handling cynics; 29. Helping good people who are struggling; 30. Addressing alcohol and drug abuse; 31. Responding when you disagree with management; Chapter Five: Coping with the Politics; 32. Being careful about what you say; PART TWO: FOR MANAGERS; Chapter Six: Developing the Right People Systems and Programs; 33. Implementing an effective hiring program; 34. Onboarding new employees; 35. Choosing work-life and wellness programs; 36. Making the most of telework; 37. Managing alternative work schedules 38. Offboarding peopleChapter Seven: Improving Your Performance; 39. Recognizing the importance of organizational systems; 40. Aligning your systems; 41. Setting up a performance management system; 42. Establishing goals and objectives; 43. Developing metrics; 44. Managing expectations; 45. Dealing with impossible expectations; 46. Having the right information; 47. Measuring your productivity; 48. Measuring your effectiveness; 49. Using visual performance management; Chapter Eight: Optimizing Your Resources; 50. Getting the biggest bang for your buck when hiring 51. Having the right number of employees52. Managing your average daily rate; 53. Improving your average grade; 54. Ensuring you have the right number of supervisors; 55. Using temporary employees; 56. Using contractors; 57. Using overtime; 58. Managing your overhead; 59. Managing your non-payroll; 60. Scrutinizing your travel; 61. Overseeing your workers' compensation program; PART THREE: FOR LEADERS; Chapter Nine: Developing Supervisors and Managers; 62. Recognizing that supervisors and managers are key; 63. Deciding between coaches and supervisors 98 Opportunities to Be a 100 Percent Better Government Manager Civil service / United States / Personnel management POLITICAL SCIENCE / Public Affairs & Administration bisacsh Civil service / Personnel management fast Office practice in government fast Total quality management in government fast Civil service Personnel management Office practice in government Total quality management in government USA Erscheint auch als Druck-Ausgabe Liff, Stewart 98 opportunities to improve management in government |
| spellingShingle | Liff, Stewart 98 opportunities to improve management in government = Ninety-eight opportunities to improve management in government Title Page; Copyright; About the Author; Contents; Preface; Acknowledgments; PART ONE: FOR SUPERVISORS; Chapter One: Dealing with People Day-to-Day; 1. Improving communication; 2. Managing time and attendance; 3. Managing knowledge; 4. Dealing with reasonable accommodation issues; 5. Implementing the principle of reliable consequences; Chapter Two: Managing Performance; 6. Tracking and analyzing your work; 7. Writing performance standards; 8. Giving feedback; 9. Appraising your employees; 10. Implementing a rewards and recognition program; Chapter Three: Working with Unions 11. Understanding unions12. Knowing your legal obligations; 13. Knowing your contractual obligations; 14. Not taking it personally; 15. Knowing the worst that could happen; Chapter Four: Addressing Problem Situations; 16. Dealing with difficult and problem people; 17. Adopting the right philosophy; 18. Fighting fear; 19. Holding the line; 20. Using leverage to your advantage; 21. Handling poor performers; 22. Dealing with insubordination; 23. Addressing chronic lateness; 24. Stopping leave abuse; 25. Dealing with people who don't give it their all; 26. Standing up to bullies 27. Getting the attention of people who are loud and opinionated28. Handling cynics; 29. Helping good people who are struggling; 30. Addressing alcohol and drug abuse; 31. Responding when you disagree with management; Chapter Five: Coping with the Politics; 32. Being careful about what you say; PART TWO: FOR MANAGERS; Chapter Six: Developing the Right People Systems and Programs; 33. Implementing an effective hiring program; 34. Onboarding new employees; 35. Choosing work-life and wellness programs; 36. Making the most of telework; 37. Managing alternative work schedules 38. Offboarding peopleChapter Seven: Improving Your Performance; 39. Recognizing the importance of organizational systems; 40. Aligning your systems; 41. Setting up a performance management system; 42. Establishing goals and objectives; 43. Developing metrics; 44. Managing expectations; 45. Dealing with impossible expectations; 46. Having the right information; 47. Measuring your productivity; 48. Measuring your effectiveness; 49. Using visual performance management; Chapter Eight: Optimizing Your Resources; 50. Getting the biggest bang for your buck when hiring 51. Having the right number of employees52. Managing your average daily rate; 53. Improving your average grade; 54. Ensuring you have the right number of supervisors; 55. Using temporary employees; 56. Using contractors; 57. Using overtime; 58. Managing your overhead; 59. Managing your non-payroll; 60. Scrutinizing your travel; 61. Overseeing your workers' compensation program; PART THREE: FOR LEADERS; Chapter Nine: Developing Supervisors and Managers; 62. Recognizing that supervisors and managers are key; 63. Deciding between coaches and supervisors 98 Opportunities to Be a 100 Percent Better Government Manager Civil service / United States / Personnel management POLITICAL SCIENCE / Public Affairs & Administration bisacsh Civil service / Personnel management fast Office practice in government fast Total quality management in government fast Civil service Personnel management Office practice in government Total quality management in government |
| title | 98 opportunities to improve management in government = Ninety-eight opportunities to improve management in government |
| title_alt | Ninety-eight opportunities to improve management in government |
| title_auth | 98 opportunities to improve management in government = Ninety-eight opportunities to improve management in government |
| title_exact_search | 98 opportunities to improve management in government = Ninety-eight opportunities to improve management in government |
| title_full | 98 opportunities to improve management in government = Ninety-eight opportunities to improve management in government Stewart Liff |
| title_fullStr | 98 opportunities to improve management in government = Ninety-eight opportunities to improve management in government Stewart Liff |
| title_full_unstemmed | 98 opportunities to improve management in government = Ninety-eight opportunities to improve management in government Stewart Liff |
| title_short | 98 opportunities to improve management in government |
| title_sort | 98 opportunities to improve management in government ninety eight opportunities to improve management in government |
| title_sub | = Ninety-eight opportunities to improve management in government |
| topic | Civil service / United States / Personnel management POLITICAL SCIENCE / Public Affairs & Administration bisacsh Civil service / Personnel management fast Office practice in government fast Total quality management in government fast Civil service Personnel management Office practice in government Total quality management in government |
| topic_facet | Civil service / United States / Personnel management POLITICAL SCIENCE / Public Affairs & Administration Civil service / Personnel management Office practice in government Total quality management in government Civil service Personnel management Office practice in government Total quality management in government USA |
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