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12 : the elements of great managing / by Wagner, Rodd.; Harter, James K.;
Includes bibliographical references (pages 205-227).Introduction: The value of employee engagement -- The first element: Knowing what's expected -- The second element: Materials and equipment -- The third element: The opportunity to do what I do best -- The fourth element: Recognition and praise -- The fifth element: Someone at work cares about me as a person -- The sixth element: Someone at work encourages my development -- The seventh element: My opinions seem to count -- The eighth element: A connection with the mission of the company -- The ninth element: Coworkers committed to doing quality work -- The tenth element: A best friend at work -- The eleventh element: Talking about progress -- The twelfth element: Opportunities to learn and grow -- An element unto itself: The problem of pay -- What great managers need -- A final note: The heart of great managing.Combines the results of interviews with employees and managers from around the world with research in psychology, game theory, and other fields to explain how to apply an understanding of human nature to promote a company's success.The Elements of Great Managing is the long-awaited sequel to the 1999 runaway bestseller First, Break All the Rules. Grounded in Gallup's 10 million employee and manager interviews spanning 114 countries, follows great ma nagers as they harness employee engagement to turn around a failing call center, save a struggling hotel, improve patient care in a hospital, maintain production through power outages, and successfully face a host of other challenges in settings around the world. Authors Rodd Wagner and James K. Harter weave the latest Gallup insights with recent discoveries in the f ields of neuroscience, game theory, psychology, sociology, and economics. Written for managers and employees of companies large and small, explains what every company needs to know about creating and sustaining employee engagement.
Subjects: Executive ability.; Management.; Leadership.; Ability.;
© 2006., Gallup Press,
Available copies: 1 / Total copies: 1
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The 360° leader : developing your influence from anywhere in the organization / by Maxwell, John C.,1947-; Maxwell, John C.,1947-360 degree symbol leader workbook.;
Includes bibliographical references (pages 309-313).The myths of leading from the middle of an organization -- The challenges 360-degree leaders face -- The principles 360-degree leaders practice to lead up -- The principles 360-degree leaders practice to lead across -- The principles 360-degree leaders practice to lead down -- The value of 360-degree leaders -- Create an environment that unleashes 360-degree leaders -- The 360-degree leader workbook.Presents advice for professionals in middle management on leading effectively and making impacts on an organization.
Subjects: Leadership.; Organization.; Executive ability.;
© ©2011., Thomas Nelson,
Available copies: 1 / Total copies: 1
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Strong ground : the lessons of daring leadership, the tenacity of paradox, and the wisdom of the human spirit / by Brown, Brené,author.authttp://id.loc.gov/vocabulary/relators/authttps://id.oclc.org/worldcat/entity/E39PBJdRvtgR9JPC6J9QbcyPQq;
Includes bibliographical references (pages 399-418) and index.Strong ground -- Tush push -- The thrill of victory, the agony of defeat, and the power of poetry -- Paradox and the human spirit -- Ode to negative capability -- Adam Grant: On searching for reasons we might be wrong -- Lessons from daring leadership -- The anatomy of transformation -- Ginny Clarke: On managing, leading, and why we need both -- Mission critical? Mission clarity -- Amy Webb: A strategic futurist on steering into the slide -- The above/below the line practice -- Sarah Lewis: On mastery, creativity, and failure -- Pocket presence -- Grounded confidence -- Dan Pink: On symphonic thinking -- Aiko Bethea: On getting anchored, aligned, and accountable -- Lock-in and lock-through power -- Abby Wambach: On leading, pointing, and running -- The big reward -- The locked room mystery -- Between stimulus and response."Over the past six years, Brené Brown, along with a global community of coaches and facilitators, has taken more than 150,000 leaders in 45 countries through her Dare to Lead courage-building work. In Strong Ground, Brown shares the lessons from these experiences along with wisdom from other thinkers. This is a vital playbook for everyone from senior leaders developing and executing complex strategies to Gen Z-ers entering and navigating turbulent work environments. It is also an unflinching assessment of what happens when we continue to perpetuate the falsehood that performance and wholeheartedness are mutually exclusive. With equal amounts of optimism and caution about AI, Brown writes, 'I hear a lot of experts trying to soothe people's anxiety about the pace of technological change by offering platitudes like, What makes us human will ensure our relevance. This is dangerous simply because, right now, we're not especially good at what makes us human. We're not hardwired for this level of uncertainty, and many of us feel as if the constant need to self-protect is driving the humanity right out of us. This is why organizational transformation today must foster deep connection, deep thinking, and deep collaboration. We need the courage to lead people in a way that honors and protects the wisdom of the human spirit.' Brown offers a broad assessment of the skill sets and mindsets we need moving forward, including the capacity for respectful and difficult conversations, increased productive urgency and smart prioritization rather than reactivity, and strategic risk-taking, paradoxical thinking, and situational and anticipatory awareness skills. She identifies the toughest skill set as the discipline, humility, and confidence to unlearn and relearn. Brown writes, 'Individuals and organizations are building new muscles. Finding our strong ground--that athletic stance--is the only thing that can provide both unwavering stability in a maelstrom of uncertainty and a platform for the fast, explosive change that the world is demanding'"--
Subjects: Leadership.; Executive ability.; Success in business.;
Available copies: 1 / Total copies: 1
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How to manage remotely : work effectively, no matter where you are / by Dale, Gemma,author.https://id.oclc.org/worldcat/entity/E39PCjqMH449kJFjwykgGJHfRq;
"Non-office based work is here to stay, but everyone experiences it differently. Find out how to make working at home and remote work, work for you. How to Work Remotely will help anyone adapt to home, remote and hybrid working. Suitable for homeworkers, or the managers and leaders of homeworkers, this highly practical book will address how to be successful and build a career while working remotely, or away from the office. Packed with practical exercises and top tips, the book includes advice on wellbeing when working from home, how to get organized, how to start a new role when you're not in the office and suggestions on the best ways to be productive. HR specialist Gemma Dale also explains about managing the performance of remote and hybrid teams and effectively making home working accessible for all colleagues."--Publisher.Introduction to remote work -- The practicalities of remote work -- Your personal productivity and effectiveness -- Communication and collaboration -- Your wellbeing as a remote or hybrid worker -- Your presence and personal brand -- Managing your career as a remote worker -- Leading and managing remotely -- Final thoughts.Includes bibliographical references.
Subjects: Telecommuting.; Virtual work teams.; Executive ability.;
Available copies: 1 / Total copies: 1
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Managing for people who hate managing : be a success by being yourself / by Zack, Devora.;
Includes bibliographical references and index.
Subjects: Executive ability.; Executives; Management;
© c2012., Berrett-Koehler Publishers Inc.,
Available copies: 1 / Total copies: 1
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12 : [electronic resource] : The elements of great managing. by Wagner, Rodd.; Wagner, Rodd.;
Narrator: Rodd Wagner.How do great managers inspire top performance in employees? How do they generate enthusiasm, unite disparate personalities to focus on a common mission, and drive teams to achieve ever-higher goals? More than a decade ago, The Gallup Organization combed through its database of more than 1 million employee and manager interviews to identify the elements most important in sustaining workplace excellence. These elements were revealed in the 1999 bestseller First, Break All the Rules. 12: The Elements of Great Managing is that management classic's long-awaited sequel. It follows great managers as they implement the 12 elements to turn around a failing call center, save a struggling hotel, improve patient care in a hospital, maintain production through power outages, and successfully face a host of other challenges in settings around the world. Gallup's study now includes 10 million employee and manager interviews spanning 114 countries and conducted in 41 languages. In 12, authors Rodd Wagner and James K. Harter weave the latest Gallup insights with recent discoveries in the fields of neuroscience, game theory, psychology, sociology, and economics. Written for managers and employees of companies large and small, 12 explains what every company needs to know about creating and sustaining employee engagement.Requires OverDrive Listen (file size: N/A KB) or OverDrive app (file size: 119869 KB).
Subjects: Electronic books.; Executive ability.; Management.; Leadership.; Ability.; Nonfiction.; Self-Improvement.;
© 2007., Atria Books,
On-line resources: https://link.overdrive.com/?websiteID=130119&titleID=143455 -- Click to access digital title in OverDrive.;
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Managing organizational behavior : what great managers know and do / by Baldwin, Timothy T.; Bommer, William.; Rubin, Robert S.; Baldwin, Timothy T.Developing management skills.;
Includes bibliographical references and indexes.
Subjects: Management; Organizational behavior.; Executive ability.;
© c2013., McGraw-Hill Irwin,
Available copies: 1 / Total copies: 1
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Leading people from the middle : the universal mission of heart and mind / by Robinson, William,1949-;
Includes bibliographical references (pages 199-204).Twenty-first century organizational trends -- Paradonical leadership -- Secure leadership -- Inspiring leadership -- Communicative leadership -- Virtuous leadership -- Driven and rhythmic leadership -- Trait-bsed leadership -- Style-based leadership -- Situational influence on leadership style -- Transformational leadership -- The theory of change -- Six steps to successful change.Leading people from the middle addresses 20th century leadership assumptions, the new dynmaics of 21st century leadership, and how leaders can change to meet the demands of today's organizations. [From publisher's description].
Subjects: Leadership.; Middle managers.; Executive ability.; Communication in organizations.;
© 2010., iUniverse Inc,
Available copies: 1 / Total copies: 1
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The CEO next door : the 4 behaviors that transform ordinary people into world-class leaders / by Botelho, Elena L.; Powell, Kim R.,author.; Raz, Tahl,author.;
Includes bibliographical references (pages 257-264) and index.Unlocking the secrets of the CEO genome -- Decide: Speed over precision -- Engage for impact: Orchestrate stakeholders to drive results -- Relentless reliability: Deliver consistently -- Adapt boldly: Ride the discomfort of the unknown -- Adding it all up -- Career catapults: Fast-track your career -- Stand out: How to become known -- Close the deal -- The five hidden hazards at the top -- Not just any team, your team -- Dancing with the titans: The Board -- From ordinary to extraordinary.Based on an in-depth analysis of over 2,600 leaders drawn from a database of more than 17,000 CEOs and C-suite executives, as well 13,000 hours of interviews, and two decades of experience advising CEOs and executive boards, Elena L. Botelho and Kim R. Powell overturn the myths about what it takes to get to the top and succeed. What those who reach the top share are four key behaviors that anyone can master: they are decisive; they are reliable, delivering what they promised when the promise it, without exception; they adapt boldly, and they engage with stakeholders without shying away from conflict. Based on this breakthrough study of the most successful people in business, Botelho and Powell offer career advice for everyone who aspires to get ahead.
Subjects: Chief executive officers; Executive ability.; Career development.; Success in business.;
Available copies: 1 / Total copies: 1
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First, break all the rules : what the world's greatest managers do differently / by Harter, Jim,writer of foreword.; Clifton, Donald O.,creator.; Gallup Organization.;
Includes bibliographical references (pages 342-348).The measuring stick -- The wisdom of great managers -- The first key : select for talent -- The second key : define the right outcomes -- The third key : focus on strengths -- The fourth key : find the right fit -- Turning the keys : a practical guide -- Gathering force -- Appendix A. The Gallup path to business performance : what is the path to sustained increase in shareholder value? -- Appendix B. What the great managers said : what did great managers say to the three questions quoted in chapter 2? -- Appendix C. A selection of talents : which talents are found most frequently across all roles? -- Appendix D. Finding the Q12 items : how did Gallup find the Q12 items? -- Appendix E. The meta-analysis : what are the details of the meta-analysis?.
Subjects: Executive ability.; Management.; Executives; Employees; Employer attitude surveys.; Employee attitude surveys.;
Available copies: 1 / Total copies: 1
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