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Stop Telling. Start Leading! The Art Of Managing People By Asking Questions - Frank D. Kanu
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ISBN: 9780977405619

ID: 978097740561

In the fifth century B.C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn''t know. As you read this book, you''ll find a number of questions that follow the Socratic tradition. The reason? Today''s managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand. Stop Telling. Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc.-offering predefined one size fits all answers can''t do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team. Step 1: What Is Management? Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones. Step 2: Know the Sins As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like Demand and Encourage, Ignore Standards, Tolerate Negligence or Let Everything Go Uncontrolled. You''ll learn about a manager who punished underperforming employees with a whip. Step 3: Take Responsibility Managers need to understand that taking responsibility means standing up for their employees. But employeesneed to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don''t. Step 4: What Do You Pay? A bonus is worth more than a thousand words. Bonuses don''t have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal. Step 5: Make Your Team Work Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a reputation and the rest will work itself out-or will it? Can the underdogs outperform the stars? Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team? Step 6: Change, Growth and Trust During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough? Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not). Step 7: Bring the Fun to Work Having fun can''t be a requirement, but it''s a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work. Frank D. Kanu, Books, Business and Finance, Stop Telling. Start Leading! The Art Of Managing People By Asking Questions Books>Business and Finance, Ingram Book Co,

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Stop Telling. Start Leading! the Art of Managing People by Asking Questions (Paperback) - Frank D Kanu
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Stop Telling. Start Leading! the Art of Managing People by Asking Questions (Paperback) - Taschenbuch

2005, ISBN: 0977405613

ID: 13955136660

[EAN: 9780977405619], Neubuch, [PU: Genius One, Inc., United States], Business & Economics|Leadership, Language: English Brand New Book ***** Print on Demand *****. In the fifth century B.C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn t know. As you read this book, you ll find a number of questions that follow the Socratic tradition. The reason? Today s managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand. Stop Telling. Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc.-offering predefined one size fits all answers can t do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team. Step 1: What Is Management? Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones. Step 2: Know the Sins As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like Demand and Encourage, Ignore Standards, Tolerate Negligence or Let Everything Go Uncontrolled. You ll learn about a manager who punished underperforming employees with a whip. Step 3: Take Responsibility Managers need to understand that taking responsibility means standing up for their employees. But employeesneed to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don t. Step 4: What Do You Pay? A bonus is worth more than a thousand words. Bonuses don t have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal. Step 5: Make Your Team Work Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a reputation and the rest will work itself out-or will it? Can the underdogs outperform the stars? Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team? Step 6: Change, Growth and Trust During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough? Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not). Step 7: Bring the Fun to Work Having fun can t be a requirement, but it s a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work.

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Stop Telling. Start Leading! the Art of Managing People by Asking Questions (Paperback) - Frank D Kanu
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Frank D Kanu:
Stop Telling. Start Leading! the Art of Managing People by Asking Questions (Paperback) - Taschenbuch

2005

ISBN: 0977405613

ID: 13955136660

[EAN: 9780977405619], Neubuch, [PU: Genius One, Inc., United States], Business & Economics|Leadership, Language: English Brand New Book ***** Print on Demand *****. In the fifth century B.C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn t know. As you read this book, you ll find a number of questions that follow the Socratic tradition. The reason? Today s managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand. Stop Telling. Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc.-offering predefined one size fits all answers can t do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team. Step 1: What Is Management? Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones. Step 2: Know the Sins As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like Demand and Encourage, Ignore Standards, Tolerate Negligence or Let Everything Go Uncontrolled. You ll learn about a manager who punished underperforming employees with a whip. Step 3: Take Responsibility Managers need to understand that taking responsibility means standing up for their employees. But employeesneed to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don t. Step 4: What Do You Pay? A bonus is worth more than a thousand words. Bonuses don t have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal. Step 5: Make Your Team Work Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a reputation and the rest will work itself out-or will it? Can the underdogs outperform the stars? Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team? Step 6: Change, Growth and Trust During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough? Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not). Step 7: Bring the Fun to Work Having fun can t be a requirement, but it s a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work.

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Stop Telling. Start Leading! the Art of Managing People by Asking Questions - Kanu, Frank D. / Milite, George A. / Olivier, Jay-D
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ISBN: 9780977405619

ID: 4353900

In the fifth century B.C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn't know. As you read this book, you'll find a number of questions that follow the Socratic tradition. The reason? Today's managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand. Stop Telling. Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc.-offering predefined "one size fits all" answers can't do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team. Step 1: What Is Management? Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones. Step 2: Know the Sins As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like "Demand and Encourage," "Ignore Standards," "Tolerate Negligence" or "Let Everything Go Uncontrolled." You'll learn about a manager who punished underperforming employees with a whip. Step 3: Take Responsibility Managers need to understand that taking responsibility means standing up for their employees. But employeesneed to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don't. Step 4: What Do You Pay? A bonus is worth more than a thousand words. Bonuses don't have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal. Step 5: Make Your Team Work Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a "reputation" and the rest will work itself out-or will it? Can the underdogs outperform the stars? Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team? Step 6: Change, Growth and Trust During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough? Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and ke Stop Telling. Start Leading! the Art of Managing People by Asking Questions Kanu, Frank D. / Milite, George A. / Olivier, Jay-D, Genius One, Inc.

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Stop Telling. Start Leading! the Art of Managing People by Asking Questions Bücher / Fremdsprachige Bücher / Englische Bücher 978-0-9774056-1-9, Genius One Inc

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Stop Telling. Start Leading! the Art of Managing People by Asking Questions
Autor:

Kanu, Frank D.

Titel:

Stop Telling. Start Leading! the Art of Managing People by Asking Questions

ISBN-Nummer:

0977405613

In the fifth century B.C., the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn't know. As managers read this helpful workbook, they'll find a number of questions that follow the Socratic tradition.

Detailangaben zum Buch - Stop Telling. Start Leading! the Art of Managing People by Asking Questions


EAN (ISBN-13): 9780977405619
ISBN (ISBN-10): 0977405613
Taschenbuch
Erscheinungsjahr: 2005
Herausgeber: GENIUS ONE INC
204 Seiten
Gewicht: 0,306 kg
Sprache: eng/Englisch

Buch in der Datenbank seit 23.01.2008 17:35:51
Buch zuletzt gefunden am 08.10.2016 16:17:13
ISBN/EAN: 0977405613

ISBN - alternative Schreibweisen:
0-9774056-1-3, 978-0-9774056-1-9

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