Number of pages: 242
BBB Library: Operations Management
For more than twenty years, management expert Bruce Tulgan has been asking, What are the most difficult challenges you face when it comes to managing people? Regardless of industry or job title, managers cite the same core issues 27 recurring challenges: the superstar whom the manager is afraid of losing, the slacker whom the manager cannot figure out how to motivate, the one with an attitude problem, and the two who cannot get along, to name just a few. It turns out that when things are going wrong in a management relationship, the common denominator is almost always unstructured, low substance, hit-or-miss communication. The real problem is that most managers are managing on autopilot without even realizing it until something goes wrong. And if you are managing on autopilot, then something almost always does.
"Managers see themselves as firefighters, spending their days reacting to threatening events and getting everything running smoothly again before the next spontaneous eruption. But consultant Bruce Tulgan believes that’s only because we are poor managers. Most of the fires can be prevented by properly practising the fundamentals of management—holding regular check-ins with staff to understand what’s happening and keep them on track."The Globe and Mail
Gallup Co. assembled a selected group of its social scientists to examine the 1 million employee interviews in its database in order to find which survey questions were most powerful in explaining worker's productive motivations on the job. Ultimately, 12 elements of work life emerged as the core of the unwritten
Every professional is concerned with the use of knowledge in the achievement of objectives: the engineer as he designs equipment, the medical practitioner as he diagnoses and prescribes for the ills of his patients, and the lawyer or the architect as he serves his clients. The professional draws upon the knowledge
The purpose of The Sticking Point Solution is to help entrepreneurs and executives recognize the ways in which their businesses may be stuck, and to then give them tools for getting unstuck and enjoying exponential growth. To achieve this, Jay will help you to identify the nine “sticking points” that keep
Who Are Middle Managers? No one has a job title “Middle Manager.” Who then are middle managers? And how do we distinguish them from those at the top? It is known that senior management makes the decisions that set the organization’s course, whereas middle management interprets and executes those decisions. Middle
To say that work has changed over the last years would be an understatement. With an increase in downsizing, cut budgets, working hours, customer demands and shareholder requirements, people in charge are constantly under the gun to achieve more with less. It is common now to find managers carrying out a
This book, loaded with fascinating examples of turnaround successes, is essential for every business owner. From a synopsis of why companies fail, to ways to resolve creditor problems, its strategies should be read by anyone with a faltering business.
This amoral, cunning, ruthless, and instructive book synthesizes the philosophies of Machiavelli, Sun Tzu, and Carl Von Clausewitz with the historical legacies of statesmen, warriors, seducers, and con men throughout the ages.
Take a look at your use of team meetings and one-on-ones to make sure you are practicing the fundamentals regularly and consistently.
Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible. It makes an organization, or any cooperative group, more than a collection of individuals’ intent on achieving