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Title Page
Copyright
Table of Contents
Managing people is hard but rewarding
Build a strong foundation
1.1 Know what your own boss expects
1.2 Decide if you are a manager or a leader
1.3 Balance your decisions
1.4 Don’t be consistent!
1.5 Learn to delegate
1.6 Lead by example
1.7 Think about TOM
1.8 Create a ROWE
Create a great team
2.1 AIM to pick the right person for the job
2.2 Get the team performing quickly
2.3 Create a team identity
2.4 Create a team charter
2.5 Manage the people you don’t see
2.6 Manage part-timers and matrix workers
Set goals and targets
3.1 Make proper plans
3.2 Define meaningful goals
3.3 Understand SMART goals
3.4 SMART is specific
3.5 SMART is measurable
3.6 SMART is achievable
3.7 SMART is relevant
3.8 SMART is time-bound
3.9 Know the SHABBY and PRISM approaches
3.10 Make the mundane more exciting
Motivate yourself and your people
4.1 Know the hierarchy of needs
4.2 Motivate beyond money
4.3 Identify people’s personal motivators
4.4 Influence people to want what you want
4.5 ‘Catch’ people doing things right
4.6 Empower your people
4.7 Practise the art of delegating
4.8 Support your people
Manage good performance
5.1 Identify good performance
5.2 Reward good performance
5.3 Help people learn from good performance
5.4 Maintain good performance in a crisis
5.5 Beware the ‘Peter Principle’
Manage poor performance
6.1 Identify poor performance
6.2 Confront an instance of poor performance
6.3 Coach a poor performer to improve
6.4 Monitor a poor performer
6.5 ‘Manage out’ a very poor performer
6.6 Analyse your own performance
Develop your people
7.1 Commit to developing your people
7.2 Develop people on a tight budget
7.3 Help people leave their ‘comfort zones’
7.4 Set objectives that stretch people
7.5 Remember to develop yourself
7.6 Improve the working environment
7.7 Promote your people’s image
Jargon buster
Further reading
About the author
Author’s note
About the Publisher
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