98 Opportunities to Improve Management in Government.:
98 Opportunities to Be a 100 Percent Better Government Manager Government managers face myriad challenges every day. Whether dealing with an ever-shrinking pool of resources or the threat of sequestration and shutdowns, the government manager must work to maximize staff performance to meet mission o...
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Oakland :
Berrett-Koehler Publishers, Incorporated,
2014.
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| Online-Zugang: | Volltext |
| Zusammenfassung: | 98 Opportunities to Be a 100 Percent Better Government Manager Government managers face myriad challenges every day. Whether dealing with an ever-shrinking pool of resources or the threat of sequestration and shutdowns, the government manager must work to maximize staff performance to meet mission objectives. Now, supervisors, managers, and leaders have some help. In this new book, veteran government leader, trainer, and author Stewart Liff offers practical and proven guidance aimed at helping people at every level of the organization. First-line managers as well as top agency leaders will find Liff's actionable suggestions invaluable in dealing with a broad spectrum of issues, including: + People management + Performance management + Resource management + Systems design + Organizational politics Each of the 98 opportunities'and the included strategies, tools, techniques, and tips to help you take advantage of them'is valuable in and of itself. Together they provide a complete guide to managing effectively in the federal workplace. Do your part to change government'one opportunity at a time! |
| Beschreibung: | 64. Identifying the competencies supervisors need. |
| Beschreibung: | 1 online resource (208 pages) |
| ISBN: | 1523097078 9781523097074 |
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| 505 | 0 | |a Intro; 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 donâ#x80;#x99;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 workersâ#x80;#x99; 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. | |
| 500 | |a 64. Identifying the competencies supervisors need. | ||
| 520 | |a 98 Opportunities to Be a 100 Percent Better Government Manager Government managers face myriad challenges every day. Whether dealing with an ever-shrinking pool of resources or the threat of sequestration and shutdowns, the government manager must work to maximize staff performance to meet mission objectives. Now, supervisors, managers, and leaders have some help. In this new book, veteran government leader, trainer, and author Stewart Liff offers practical and proven guidance aimed at helping people at every level of the organization. First-line managers as well as top agency leaders will find Liff's actionable suggestions invaluable in dealing with a broad spectrum of issues, including: + People management + Performance management + Resource management + Systems design + Organizational politics Each of the 98 opportunities'and the included strategies, tools, techniques, and tips to help you take advantage of them'is valuable in and of itself. Together they provide a complete guide to managing effectively in the federal workplace. Do your part to change government'one opportunity at a time! | ||
| 650 | 0 | |a Civil service |x Personnel management. |0 http://id.loc.gov/authorities/subjects/sh86007665 | |
| 650 | 0 | |a Office practice in government. |0 http://id.loc.gov/authorities/subjects/sh85094195 | |
| 650 | 0 | |a Total quality management in government. |0 http://id.loc.gov/authorities/subjects/sh92006682 | |
| 650 | 6 | |a Fonction publique |x Personnel |x Direction. | |
| 650 | 6 | |a Travail de bureau dans la fonction publique. | |
| 650 | 6 | |a Qualité totale dans l'administration publique. | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management. |2 bisacsh | |
| 650 | 7 | |a Civil service |x Personnel management |2 fast | |
| 650 | 7 | |a Office practice in government |2 fast | |
| 650 | 7 | |a Total quality management in government |2 fast | |
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| 776 | 0 | 8 | |i Print version: |a Liff, Stewart. |t 98 Opportunities to Improve Management in Government. |d Oakland : Berrett-Koehler Publishers, Incorporated, ©2014 |
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| contents | Intro; 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 donâ#x80;#x99;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 workersâ#x80;#x99; 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. |
| ctrlnum | (OCoLC)1040613969 |
| 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 |
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| id | ZDB-4-EBU-on1040613969 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-16T15:04:21Z |
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| spelling | Liff, Stewart. 98 Opportunities to Improve Management in Government. Oakland : Berrett-Koehler Publishers, Incorporated, 2014. 1 online resource (208 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier Print version record. Intro; 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 donâ#x80;#x99;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 workersâ#x80;#x99; 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. 64. Identifying the competencies supervisors need. 98 Opportunities to Be a 100 Percent Better Government Manager Government managers face myriad challenges every day. Whether dealing with an ever-shrinking pool of resources or the threat of sequestration and shutdowns, the government manager must work to maximize staff performance to meet mission objectives. Now, supervisors, managers, and leaders have some help. In this new book, veteran government leader, trainer, and author Stewart Liff offers practical and proven guidance aimed at helping people at every level of the organization. First-line managers as well as top agency leaders will find Liff's actionable suggestions invaluable in dealing with a broad spectrum of issues, including: + People management + Performance management + Resource management + Systems design + Organizational politics Each of the 98 opportunities'and the included strategies, tools, techniques, and tips to help you take advantage of them'is valuable in and of itself. Together they provide a complete guide to managing effectively in the federal workplace. Do your part to change government'one opportunity at a time! Civil service Personnel management. http://id.loc.gov/authorities/subjects/sh86007665 Office practice in government. http://id.loc.gov/authorities/subjects/sh85094195 Total quality management in government. http://id.loc.gov/authorities/subjects/sh92006682 Fonction publique Personnel Direction. Travail de bureau dans la fonction publique. Qualité totale dans l'administration publique. BUSINESS & ECONOMICS / Management. bisacsh Civil service Personnel management fast Office practice in government fast Total quality management in government fast has work: 98 opportunities to improve management in government (Text) https://id.oclc.org/worldcat/entity/E39PCFqMrFFfxkgtcQ4tgP4kTb https://id.oclc.org/worldcat/ontology/hasWork Print version: Liff, Stewart. 98 Opportunities to Improve Management in Government. Oakland : Berrett-Koehler Publishers, Incorporated, ©2014 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1672197 Volltext |
| spellingShingle | Liff, Stewart 98 Opportunities to Improve Management in Government. Intro; 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 donâ#x80;#x99;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 workersâ#x80;#x99; 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. Civil service Personnel management. http://id.loc.gov/authorities/subjects/sh86007665 Office practice in government. http://id.loc.gov/authorities/subjects/sh85094195 Total quality management in government. http://id.loc.gov/authorities/subjects/sh92006682 Fonction publique Personnel Direction. Travail de bureau dans la fonction publique. Qualité totale dans l'administration publique. BUSINESS & ECONOMICS / Management. bisacsh Civil service Personnel management fast Office practice in government fast Total quality management in government fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh86007665 http://id.loc.gov/authorities/subjects/sh85094195 http://id.loc.gov/authorities/subjects/sh92006682 |
| title | 98 Opportunities to Improve Management in Government. |
| title_auth | 98 Opportunities to Improve Management in Government. |
| title_exact_search | 98 Opportunities to Improve Management in Government. |
| title_full | 98 Opportunities to Improve Management in Government. |
| title_fullStr | 98 Opportunities to Improve Management in Government. |
| title_full_unstemmed | 98 Opportunities to Improve Management in Government. |
| title_short | 98 Opportunities to Improve Management in Government. |
| title_sort | 98 opportunities to improve management in government |
| topic | Civil service Personnel management. http://id.loc.gov/authorities/subjects/sh86007665 Office practice in government. http://id.loc.gov/authorities/subjects/sh85094195 Total quality management in government. http://id.loc.gov/authorities/subjects/sh92006682 Fonction publique Personnel Direction. Travail de bureau dans la fonction publique. Qualité totale dans l'administration publique. BUSINESS & ECONOMICS / Management. bisacsh Civil service Personnel management fast Office practice in government fast Total quality management in government fast |
| topic_facet | Civil service Personnel management. Office practice in government. Total quality management in government. Fonction publique Personnel Direction. Travail de bureau dans la fonction publique. Qualité totale dans l'administration publique. BUSINESS & ECONOMICS / Management. Civil service Personnel management Office practice in government Total quality management in government |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1672197 |
| work_keys_str_mv | AT liffstewart 98opportunitiestoimprovemanagementingovernment |