Suchergebnisse

Managing people : what managers do -- Treat people right -- Leadership -- Motivating people -- Enhancing engagement -- Organizing people -- Defining work -- Team building -- Delegating -- Selection interviewing -- Managing performance -- Helping people to learn -- Rewarding people -- Managing change -- Managing conflict -- Handling people problems -- Appendix -- References -- Index

Introduction -- Performance management : the concept -- Performance management : the reality -- Effective performance management -- What's happening to performance management? -- Performance management : the issues -- Improve objective setting -- Replace the annual performance review -- Abolish rating -- Enhance personal development -- Provide training -- Reinventing performance management

Preface to the 10th edition -- Managing people -- How to treat people right -- How to motivate people -- How to be a better leader -- How to be an engaging manager -- How to manage performance -- How to handle difficult situations with people -- How to provide feedback -- Developing people -- How to develop people -- How to coach people -- Management skills -- How to control -- How to coordinate -- How to delegate -- How to make things happen -- How to manage your boss -- How to manage change -- How to manage conflict -- How to manage a crisis -- How to manage projects -- How to manage risk -- How to manage stress -- How to manage time -- How to persuade -- How to negotiate -- How to run a meeting -- How to be an effective member of a meeting -- How to organize -- How to plan and prioritize -- How to deal with office politics -- Personal skills -- How to assess your own performance -- How to get on -- How to develop your emotional intelligence -- How to be confident -- How to be assertive -- How to be decisive -- How to solve problems -- How to innovate -- How to conduct a selection interview -- How to be interviewed for a job -- How to listen -- How to communicate -- How to make effective presentations -- How to write reports -- How to network -- How to be strategic -- How to think clearly -- How to troubleshoot -- How to recover from setbacks -- How things go wrong and how to put them right -- Business and financial management -- How to be businesslike -- How to make a business case -- How to prepare a business plan -- How to budget -- How to cut costs -- How to read a balance sheet -- How to use financial ratios -- Index

Michael Armstrong has spent close to fifty years either defending or prosecuting criminal cases in New York City. His public service has included stints as District Attorney for Queens County, New York, and chief of the Security Frauds Unit in the U.S. Attorney's office in Manhattan. None of his experiences were as tense or as dangerously waged as the Knapp Commission's investigation into police corruption, prompted by the New York Times's report on whistleblower cop Frank Serpico. Based on Armstrong's vivid recollections of this watershed moment in law enforcement accountability, They Wished