In a rapidly changing world, businesses must create a high-performing, metrics-driven workplace environment characterized by respect, inclusion, teamwork, innovation, and overall harmonyâ and it must be manageable and sustainable.
In a rapidly changing world, businesses must create a high-performing, metrics-driven workplace environment characterized by respect, inclusion, teamwork, innovation, and overall harmonyâ and it must be manageable and sustainable.
William S. Kane is a faculty member at the Rutgers University School of Management and Labor Relations. Prior to joining Rutgers, he was a highly accomplished leader in the Human Resources field in the Fortune 500. Author of Thriving in Change and a lifelong learner with four advanced degrees, Bill's specific expertise is in helping companies plan and execute sustainable people strategies associated with profitable business transformations. Andrew Hill is a successful author and motivational speaker. His book, Be Quick - But Don't Hurry: Finding Success in the Teachings of a Lifetime, is now in its 15th printing. From January 1991 to April 1996, Andrew Hill served as president of CBS Productions. During Mr. Hill's presidency, CBS Productions became the network's leading supplier of primetime programs and returned more than $1.5 billion in foreign and domestic syndication income. During his tenure at CBS Productions, Hill was responsible for some of the decade's most successful primetime programming including Touched by an Angel; Dr. Quinn, Medicine Woman; Walker, Texas Ranger; and Caroline in the City.
Inhaltsangabe
Introduction & Context. Background. About This Book. Part 1: Staffing. Chapter 1: The team with the best players almost always wins. Chapter 2: Surround yourself with strong, opinionated people. Chapter 3: Balance is everything. Chapter 4: Teamwork is not a preference; it's a necessity. Part 2: Cultivating Culture. Chapter 5: Fairness is giving all people the treatment they earn and deserve. Chapter 6: Make your "yes" mean yes. Chapter 7: Be quick, but don't hurry. Chapter 8: The team with the most mistakes...Wins! Chapter 9: Rules are made to be followed, not broken. Part 3: Organizing and Planning. Chapter 10: Keep it simple. Chapter 11: Concentrate on your team, not the opposition. Chapter 12: Adjust to your players - Don't expect them to adjust to you. Chapter 13: Failing to prepare is preparing to fail. Chapter 14: Practice doesn't make perfect; only perfect practice makes perfect. Part 4: Reinforcing Desirable Behavior. Chapter 15: Focus on effort, not winning. Chapter 16: Seek consistency - avoid peaks and valleys. Chapter 17: Great leaders give credit to others, but accept the blame themselves. Part 5: Engaging Your Team. Chapter 18: A good leader is first, and foremost, a teacher. Chapter 19: A great leader cannot worry about being liked. Chapter 20: Be honest, direct, and willing to risk it all for your beliefs. Chapter 21: Game time is when the coach's job is almost over. Summation. Closing Thoughts. Personal Reflections. Acknowledgements. About the Authors
Introduction & Context. Background. About This Book. Part 1: Staffing. Chapter 1: The team with the best players almost always wins. Chapter 2: Surround yourself with strong, opinionated people. Chapter 3: Balance is everything. Chapter 4: Teamwork is not a preference; it's a necessity. Part 2: Cultivating Culture. Chapter 5: Fairness is giving all people the treatment they earn and deserve. Chapter 6: Make your "yes" mean yes. Chapter 7: Be quick, but don't hurry. Chapter 8: The team with the most mistakes...Wins! Chapter 9: Rules are made to be followed, not broken. Part 3: Organizing and Planning. Chapter 10: Keep it simple. Chapter 11: Concentrate on your team, not the opposition. Chapter 12: Adjust to your players - Don't expect them to adjust to you. Chapter 13: Failing to prepare is preparing to fail. Chapter 14: Practice doesn't make perfect; only perfect practice makes perfect. Part 4: Reinforcing Desirable Behavior. Chapter 15: Focus on effort, not winning. Chapter 16: Seek consistency - avoid peaks and valleys. Chapter 17: Great leaders give credit to others, but accept the blame themselves. Part 5: Engaging Your Team. Chapter 18: A good leader is first, and foremost, a teacher. Chapter 19: A great leader cannot worry about being liked. Chapter 20: Be honest, direct, and willing to risk it all for your beliefs. Chapter 21: Game time is when the coach's job is almost over. Summation. Closing Thoughts. Personal Reflections. Acknowledgements. About the Authors
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Shop der buecher.de GmbH & Co. KG Bürgermeister-Wegele-Str. 12, 86167 Augsburg Amtsgericht Augsburg HRA 13309
