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Die vollständig überarbeitete und erweiterte 4. Auflage des erfolgreichen Handbuchs liefert einen einzigartigen Überblick über den aktuellen Stand der Management-Diagnostik. Weder in Europa noch in den USA gab und gibt es eine vergleichbare, umfassende Zusammenschau der Probleme und Möglichkeiten psychologischer Diagnostik für das besondere Anwendungsgebiet des Managements, d.h. der Eignungsdiagnostik zur Potenzialfeststellung, Auswahl und Platzierung von Führungskräften. Die Rekrutierung, Identifizierung und Entwicklung von Führungs- und Nachwuchsführungskräften wird in den kommenden Jahren immer dringlicher werden nicht zuletzt angesichts der Probleme, die durch den demografischen Wandel auf uns zukommen. Um den Erfolg eines Unternehmens langfristig zu sichern, ist es daher von großer Bedeutung, geeignete Mitarbeiter für die Managementebene auszuwählen. Wie die Eignungsdiagnostik für diesen Personenkreis verbessert werden kann, wird im vorliegenden Band umfassend dargestellt. Renommierte Autorinnen und Autoren aus Wissenschaft und Praxis stellen in 128 Beiträgen umfangreiches, so nirgends gebündeltes und hochaktuelles Expertenwissen zur Management-Diagnostik zusammen – eine Fundgrube für HR-Praktiker, Lehrende und Studierende der Wirtschafts-, Arbeits- und Organisationspsychologie sowie der Wirtschaftswissenschaften.

Succeed as a project manager, even if you've never run a project before! This book is the fastest way to master every project management task, from upfront budgeting and scheduling through execution, managing teams through closing projects, and learning from experience. Updated with more insights from the front lines, including agile approaches, dealing with security and privacy priorities, and leading remote/virtual teams, along with the latest on Microsoft Project and PMI standards and certifications and a special bonus chapter on preparing for the PMP certification. This book will show you exactly how to get the job done, one incredibly clear and easy step at a time. Project management has never, ever been this simple! Who knew how simple project management could be? This is today's best beginner's guide to modern project management...simple, practical instructions for succeeding with every task you'll need to perform!

The goal of this book is to provide the skills for science and engineering to meet the challenges of their future careers, whether they be in academia, industry, or as an entrepreneur. The book is based upon a course taught at Rice University entitled Management for Science and Engineering (MSCI-610 - ENGI 610), which was started in 1998. The course was taught to undergraduates, graduate students, and professional masters students and involves the areas of organizational behavior & leadership, accounting, marketing, strategy, entrepreneurship, and project management. It is this last area that is covered in this book. Irrespective of your future career in science and engineering you will be involved in projects and an awareness of the factors that enable a successful project is important for all team members. It should be recognized that the topics included in the book are not limited to scientists and engineers, they are useful for people in any careers. This course is not aimed at making you a certified project manager, but to provide the skills that will allow you to be a more effective project team member and also when you are dragged screaming and kicking into the role of accidental project manager. ; This work was created using the Connexions authoring platform. This platform will be retired as of the end of 2021. This work has been migrated to PDF format for continuous access to the educational content, however any embedded links within the text to the legacy platform may no longer be accessible.

This volume comprises three works originally published separately as Shop Management (1903), The Principles of Scientific Management (1911) and Testimony Before the Special House Committee (1912). Taylor aimed at reducing conflict between managers and workers by using scientific thought to develop new principles and mechanisms of management. In contrast to ideas prevalent at the time, Taylor maintained that the workers' output could be increased by standardizing tasks and working conditions, with high pay for success and loss in case of failure. Scientific Management controversially suggested