People, Performance, and Succeeding As a Manager (HBR Work Smart Series):
Gespeichert in:
| Körperschaft: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
La Vergne
Harvard Business Review Press
2024
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | HBR Work Smart Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (206 Seiten) |
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| 505 | 8 | |a Intro -- Contents -- Introduction -- Part 1: Establishing Yourself as a Leader -- Ch. 1: When Your Employees Have More Experience Than You -- Ch. 2: How to Determine Your Style as a Manager -- Ch. 3: Lessons from a First-Time, First-Generation Manager -- Part 2: Building Relationships and Trust -- Ch. 4: Encouraging Your Team to Be Open with You -- Ch. 5: Five Ways Leaders (Accidentally) Erode Trust -- Ch. 6: When You Can't Be Transparent with Your Team -- Part 3: Setting Team Norms -- Ch. 7: Dear Manager, You're Holding Too Many Meetings -- Ch. 8: Don't Let Poor Communication Slow Down Your Team -- Ch. 9: What to Do When Your Team's Vibe Is Off -- Part 4: Developing Your Employees -- Ch. 10: Do You Know What Motivates Your Team? -- Ch. 11: How to Stop Micromanaging and Start Empowering -- Ch. 12: A Better Way to Develop and Retain Top Talent -- Part 5: Giving Feedback -- Ch. 13: You're a Leader Now. Not Everyone Is Going to Like You -- Ch. 14: Mistakes Managers Make When Giving Feedback -- Ch. 15: Why Employees Need Both Recognition and Appreciation -- Ch. 16: Managing an Underperformer Who Thinks They're Doing Great -- Part 6: Managing Your Well-Being and Growth -- Ch. 17: How Leaders Can Get the Feedback They Need to Grow -- Ch. 18: How Managers Can Make Time for Their Own Development -- Ch. 19: You Don't Have to Put Yourself Last -- Notes -- Index -- About the Contributors | |
| 650 | 4 | |a Executive ability | |
| 650 | 4 | |a Industrial relations | |
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| 700 | 1 | |a Garvin, Lia |e Sonstige |4 oth | |
| 700 | 1 | |a Tsipursky, Gleb |e Sonstige |4 oth | |
| 700 | 1 | |a Moore, Martin G. |e Sonstige |4 oth | |
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| contents | Intro -- Contents -- Introduction -- Part 1: Establishing Yourself as a Leader -- Ch. 1: When Your Employees Have More Experience Than You -- Ch. 2: How to Determine Your Style as a Manager -- Ch. 3: Lessons from a First-Time, First-Generation Manager -- Part 2: Building Relationships and Trust -- Ch. 4: Encouraging Your Team to Be Open with You -- Ch. 5: Five Ways Leaders (Accidentally) Erode Trust -- Ch. 6: When You Can't Be Transparent with Your Team -- Part 3: Setting Team Norms -- Ch. 7: Dear Manager, You're Holding Too Many Meetings -- Ch. 8: Don't Let Poor Communication Slow Down Your Team -- Ch. 9: What to Do When Your Team's Vibe Is Off -- Part 4: Developing Your Employees -- Ch. 10: Do You Know What Motivates Your Team? -- Ch. 11: How to Stop Micromanaging and Start Empowering -- Ch. 12: A Better Way to Develop and Retain Top Talent -- Part 5: Giving Feedback -- Ch. 13: You're a Leader Now. Not Everyone Is Going to Like You -- Ch. 14: Mistakes Managers Make When Giving Feedback -- Ch. 15: Why Employees Need Both Recognition and Appreciation -- Ch. 16: Managing an Underperformer Who Thinks They're Doing Great -- Part 6: Managing Your Well-Being and Growth -- Ch. 17: How Leaders Can Get the Feedback They Need to Grow -- Ch. 18: How Managers Can Make Time for Their Own Development -- Ch. 19: You Don't Have to Put Yourself Last -- Notes -- Index -- About the Contributors |
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| dewey-full | 658.409 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.409 |
| dewey-search | 658.409 |
| dewey-sort | 3658.409 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV050101997 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-18T19:04:40Z |
| institution | BVB |
| language | English |
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| series2 | HBR Work Smart Series |
| spelling | Review, Harvard Business Verfasser aut People, Performance, and Succeeding As a Manager (HBR Work Smart Series) 1st ed La Vergne Harvard Business Review Press 2024 ©2025 1 Online-Ressource (206 Seiten) txt rdacontent c rdamedia cr rdacarrier HBR Work Smart Series Description based on publisher supplied metadata and other sources Intro -- Contents -- Introduction -- Part 1: Establishing Yourself as a Leader -- Ch. 1: When Your Employees Have More Experience Than You -- Ch. 2: How to Determine Your Style as a Manager -- Ch. 3: Lessons from a First-Time, First-Generation Manager -- Part 2: Building Relationships and Trust -- Ch. 4: Encouraging Your Team to Be Open with You -- Ch. 5: Five Ways Leaders (Accidentally) Erode Trust -- Ch. 6: When You Can't Be Transparent with Your Team -- Part 3: Setting Team Norms -- Ch. 7: Dear Manager, You're Holding Too Many Meetings -- Ch. 8: Don't Let Poor Communication Slow Down Your Team -- Ch. 9: What to Do When Your Team's Vibe Is Off -- Part 4: Developing Your Employees -- Ch. 10: Do You Know What Motivates Your Team? -- Ch. 11: How to Stop Micromanaging and Start Empowering -- Ch. 12: A Better Way to Develop and Retain Top Talent -- Part 5: Giving Feedback -- Ch. 13: You're a Leader Now. Not Everyone Is Going to Like You -- Ch. 14: Mistakes Managers Make When Giving Feedback -- Ch. 15: Why Employees Need Both Recognition and Appreciation -- Ch. 16: Managing an Underperformer Who Thinks They're Doing Great -- Part 6: Managing Your Well-Being and Growth -- Ch. 17: How Leaders Can Get the Feedback They Need to Grow -- Ch. 18: How Managers Can Make Time for Their Own Development -- Ch. 19: You Don't Have to Put Yourself Last -- Notes -- Index -- About the Contributors Executive ability Industrial relations Scott, Kim Sonstige oth Garvin, Lia Sonstige oth Tsipursky, Gleb Sonstige oth Moore, Martin G. Sonstige oth Erscheint auch als Druck-Ausgabe Review, Harvard Business People, Performance, and Succeeding As a Manager (HBR Work Smart Series) La Vergne : Harvard Business Review Press,c2024 9798892790062 |
| spellingShingle | People, Performance, and Succeeding As a Manager (HBR Work Smart Series) Intro -- Contents -- Introduction -- Part 1: Establishing Yourself as a Leader -- Ch. 1: When Your Employees Have More Experience Than You -- Ch. 2: How to Determine Your Style as a Manager -- Ch. 3: Lessons from a First-Time, First-Generation Manager -- Part 2: Building Relationships and Trust -- Ch. 4: Encouraging Your Team to Be Open with You -- Ch. 5: Five Ways Leaders (Accidentally) Erode Trust -- Ch. 6: When You Can't Be Transparent with Your Team -- Part 3: Setting Team Norms -- Ch. 7: Dear Manager, You're Holding Too Many Meetings -- Ch. 8: Don't Let Poor Communication Slow Down Your Team -- Ch. 9: What to Do When Your Team's Vibe Is Off -- Part 4: Developing Your Employees -- Ch. 10: Do You Know What Motivates Your Team? -- Ch. 11: How to Stop Micromanaging and Start Empowering -- Ch. 12: A Better Way to Develop and Retain Top Talent -- Part 5: Giving Feedback -- Ch. 13: You're a Leader Now. Not Everyone Is Going to Like You -- Ch. 14: Mistakes Managers Make When Giving Feedback -- Ch. 15: Why Employees Need Both Recognition and Appreciation -- Ch. 16: Managing an Underperformer Who Thinks They're Doing Great -- Part 6: Managing Your Well-Being and Growth -- Ch. 17: How Leaders Can Get the Feedback They Need to Grow -- Ch. 18: How Managers Can Make Time for Their Own Development -- Ch. 19: You Don't Have to Put Yourself Last -- Notes -- Index -- About the Contributors Executive ability Industrial relations |
| title | People, Performance, and Succeeding As a Manager (HBR Work Smart Series) |
| title_auth | People, Performance, and Succeeding As a Manager (HBR Work Smart Series) |
| title_exact_search | People, Performance, and Succeeding As a Manager (HBR Work Smart Series) |
| title_full | People, Performance, and Succeeding As a Manager (HBR Work Smart Series) |
| title_fullStr | People, Performance, and Succeeding As a Manager (HBR Work Smart Series) |
| title_full_unstemmed | People, Performance, and Succeeding As a Manager (HBR Work Smart Series) |
| title_short | People, Performance, and Succeeding As a Manager (HBR Work Smart Series) |
| title_sort | people performance and succeeding as a manager hbr work smart series |
| topic | Executive ability Industrial relations |
| topic_facet | Executive ability Industrial relations |
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