Logotipo librería Marcial Pons

The truth about managing people
...and nothing but the truth

  • ISBN: 9780131838475
  • Editorial: Prentice Hall
  • Lugar de la edición: Upper Saddle River. None
  • Colección: Financial Times
  • Encuadernación: Rústica
  • Medidas: 19 cm
  • Nº Pág.: 211
  • Idiomas: Inglés

Papel: Rústica
26,99 €
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The Truth About Managing People Will Surprise You Think you know what motivates people and how to manage them? Think again. Did you know: Happy workers are not necessarily productive workers? Great followers make great leaders? Charisma can be learned? Not everyone wants a challenging job? Conflict can be good? These truths, along with dozens more, are found in a unique book that draws on more than 25,000 research studies on human behavior to extract the facts about what does and doesn#t work when it comes to managing people at work. In The Truth About Managing People#And Nothing But The Truth author and management expert Stephen P. Robbins cuts through the miasma of management strategies and methods to bring clarity to key human- behavior-related problem areas that managers face: hiring, motivation, leadership, communication, team building, conflict management, job design, evaluating performance and coping with change. An essential tool for all levels of management and even aspiring managers, The Truth About Managing People# is organized into 63 short chapters, or truths. Each chapter includes specific tips and suggestions to help managers apply the information to improve their managerial effectiveness. The topics are essentially independent from the others and can be read in any order. Robbins offers insight on assessing employee behavior; interviewing tips that extract the information managers really need to know; ways to motivate low-skill, low-pay employees; adjusting leadership style to cultural differences; listening to the grapevine; and overcoming individual resistance to team building. He also explores the realities of designing jobs and how managers can shape employee perceptions of their jobs, even if they can#t actually change the jobs. And he explains four job-design changes that can dramatically improve productivity. Readers also will find advice on conducting job interviews and employee reviews; reducing resistance to change; teaching new tricks to t


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