Book Description
Successful managers work like coaches, assessing each person's strengths and weaknesses and developing the best strategy to get the job done. The 4-Dimensional Manager shows how managers can become more effective by using the DiSC system. "DiSC" stands for four communication styles: Dominance (direct and decisive); Influence (optimistic and outgoing); Supportive (sympathetic and cooperative); and Conscientious (concerned and correct). In the book's first part, readers assess their own style, the style of the people they manage, and the style of their organization. The second part shows how to choose the most effective style (or combination of styles) for any situation, focusing on seven key areas: delegating, decision making, problem solving, motivating, complimenting, giving constructive feedback, and developing skills.
Customer Reviews:
DISC Srategies.......2007-01-22
Good book, moves along well, goes over the information that you would like to see. Very insightfull
Who am I?.......2005-10-26
Very impressive! A very helpful tool to use at work or home.
Good Introduction to DISC.......2004-10-31
During my MBA schooling time, i got introduced to MBTI, a personality test, and i am very much interested. But it is not "that easy" to teach and implement, people find it difficult to remember. Than a friend introduces the DISC concept to me. Upon browsing the amazon pages, i finally bought this book (and some others). And i found it pretty useful and serve my purpose as a simple behavior analysis tools for business success.
I have since used DISC approach to train people in Salesmanship and Managerial Leadership program. I found it very acceptable by laymen and they can benefit from the insight.
Popular applicable psychology is gaining more and more momentum and become more widely used in business. The root of this type of analysis started from the Greek 2000+ years ago with Sanguine, Choleric, Phhlegmatic and Melancholic.
The original form of this DISC apporoach comes from William Moulton Marston 1926 book Emotions of Normal People.
There are similar materials come in many form: COLOR CODE (HARTMAN), Personality Plus, and several other books.
This is not to replace all the more-in-depth psychology tools that profesional use, but this is a simple approach to see different type of people and how we can be more effective in fast forwarding ourselves. We can also see others and learn how to make them better in their works.
The book contains a simple test and the description of every type and the combination of types. It is very well written and accurate. Although i feel a bit "dry" on the style of writing, i am totally satisfied and find the book of a very high value.
This is not a dense reading, and you can jump forth and back and see your/other people's type of personality and use it to our advantages.
Anyone interested on how to "see" him/herself and the other and how to make best use of psychological approach toward different type of people will be able to benefit from this book.
Book Description
Driving strategy through workforce performance In a marketplace fueled by intangible assets, anything less than optimal workforce success can threaten a firm’s survival. Yet in most organizations, employee performance is both poorly managed and underutilized. The Workforce Scorecard argues that current management and human resource practices hinder employees’ ability to contribute to strategic goals. To maximize the power of their workforce, organizations must meet three challenges: view their workforce in terms of contribution rather than cost; replace benchmarking metrics with measures that differentiate levels of strategic impact; and make line managers and HR professionals jointly responsible for executing workforce initiatives. Building on the proven model outlined in their bestselling book The HR Scorecard, Mark Huselid, Brian Becker, and coauthor Richard Beatty show how to create a Workforce Scorecard that identifies and measures the behaviors, competencies, mind-set, and culture required for workforce success and reveals how each dimension impacts the bottom line. Practical and timely, The Workforce Scorecard offers crucial lessons for leveraging human capital to achieve strategic success.
Customer Reviews:
Hard to understand.......2006-11-10
The book has some good information but it assumes you have read the other companion books and can be hard to understand sometimes.
How to increase the ROI of human "capital".......2006-02-26
It is more important now than ever before to measure human performance accurately and consistently, especially given the rapidly increasing use of outsourcing which requires effective supervision of those to whom important tasks are entrusted. Although this book was written primarily for HR executives, I think it can also be of substantial interest and value to other senior-level executives as they are challenged to determine organizational priorities and then to formulate strategies by which to achieve specific objectives. I agree with countless others that is it difficult (if not impossible) to manage what cannot be measured. I am also convinced that appropriate metrics must be selected, and, that primary importance must be placed on measurement of those initiatives on which success (however defined) depends. The authors of this book provide a cohesive, comprehensive, and cost-effective program by which workforce success can be monitored and measured.
According to Huselid, Becker, and Beatty, their analysis "begins by being clear about what we need to know. If we don't know what we need to know, we will never know it. Too often we measure what is easy rather than what is right....Second, knowing a lot about the wrong thing not only is unhelpful, but can be misleading. The Workforce Scorecard points out that not all customers, strategies, or products are equal, [nor are all employees or workforces]...The harsh reality of managing people is that differentiation must occur, with some employees more equal than others." I agree while presuming to add that those who add the greatest value to the given customers are those who add the greatest value to the given employer. This is what the authors have in mind when noting the difference between equity and equality: "Equity means that those who give more will get more; equality means that all will be treated equally."
In this context, I am reminded of Carla O'Dell's discussion of many of these same issues in If Only We Knew What We Know in which she asserts that there are in almost all organizations what she calls "beds of knowledge" which are "hidden resources of intelligence that exist in almost every organization, relatively untapped and unmined." She recommends a number of strategies to "tap into "this hidden asset, capturing it, organizing it, transferring it, and using it to create customer value, operational excellence, and product innovation -- all the while increasing profits and effectiveness." This is precisely what Huselid, Becker, and Beatty have in mind when explaining the importance of identifying and then obtaining the information needed for managing human capital effectively to execute strategy.
I wish it were possible to reproduce within this brief commentary Figure 1.1 (on page 4) and Figure 1.2 (on page 7) which brilliantly illustrate the essential components of "Managing Human Strategy" and "Workforce Success: The Impact of Workforce Strategy on Business Strategy Execution." In fact, all of the Figures which supplement the narrative facilitate and expedite frequent review of the authors' key points after the book has been read.
With rigor and eloquence, Huselid, Becker, and Beatty examine three separate but related Challenges: Perspective (with an emphasis on differentiation), Metrics (and their relationship to strategy execution), and Execution (which holds senior executives and line managers accountable for workforce success). The authors suggest that all organizations which successfully meet these three challenges (i.e. those which "do it right") have these six characteristics in common:
1. HR professionals spend less time on employee performance than they did five years ago
2. The relationship between workforce success and strategy implementation defines the ROI of new HR initiatives.
3. Creating a shared mind-set is not taken for granted.
4. The HR function has a staffing structure that effectively balances the tension between being a strategic partner and delivering efficient and effective HR services.
5. Strategic workforce measures are "owned" and coordinated by a single individual or task force.
6. Senior executives, line managers, and HR professionals consider the results of the measurement system worth the implementation effort.
Although it may seem to some who read this brief commentary that this book will be of substantial value only to large organizations, I hasten to reassure them that, after appropriate modifications, what Huselid, Becker, and Beatty recommend can help any organization (regardless of size or nature) to improve the quality of their strategy execution by developing the right perspective on the contributions of its workforce to its success, and, by developing the right execution strategy to ensure that its managers are ready, willing, and able to use workforce metrics to drive business success.
I presume to add two additional points of my own: First, whatever the given metrics may be, they must be applied consistently so that variances can be identified and then addressed in a timely and effective manner. Otherwise, it will be impossible to measure accurately, for example, the discrepancy (if any) between what is expected of an individual and her or his performance. The same applies to departments, divisions, and business units as well as to the entire enterprise within which they are located. Also, while agreeing that what cannot be measured cannot be managed, I think that some measurements are more important than others. Hence the importance of setting priorities and then adjusting their order of importance when circumstances change.
A must read for every HR and Business Leader........2005-10-27
Workforce Scorecard is an awesome addition to the Strategy collection focussed on HR.
The authors clearly drive home the message that one of the key's to Business success is the focus on HR Strategy and Execution of the same.
Helpful for my conceptual way of doing.......2005-09-01
I have a rather intuïtive, conceptual way of thinking , working and talking. This book helped me to translate my ideas and feelings about wrong and right into a very clear approuch. It will surely help me doing my job as a consultant ! In our bussiness we're already much into BSC en HR-SC. This WF-SC was the missing link for me, when I am helping organisations and leaders to be succesfull in the execution of their strategy.
The only thing that frighten me was the "A"-player, "C"-player logic. I meet to much people that do not feel responsable for their own carreer (employability) ... what must we (organisations, society, coaches ...) do to help these people to become "A"-players again. If they don't feel the need ... no one can help them ! And what if one day, I become a "C"-player ?
Philippe BAILLEUR
HR-Consultant
SD WORX - BELGIUM
Covers both academic principle and the needs of practical reality.......2005-07-04
Two Professors of Human Resource Management at Rutgers University and the Chairman of the Department of Organization and Human Resources of SUNY-Buffalo combine their knowledge in The Workforce Scorecard: Managing Human Capital To Execute Strategy, a guide written especially for business leaders and CEOs looking for a means to accurately assess their human resources and capital. Chapters address how to build an evenhanded and objective "workforce scorecard", the role of line managers, workforce metrics, ideal communication and learning programs for the workforce scorecard, how to focus on the goal of a more productive workplace through expert selection and management of human capital, and much more. A slightly general but solidly written treatise that covers both academic principle and the needs of practical reality.
Book Description
This book makes an authoritative and practical introduction to organizational behavior. It contains leading-edge coverage of topics and issues combined with a wealth of learning tools that help readers experience Organizational Behavior and guide them to becoming better managers.
Chapter topics discuss individual differences: personality, ability, and job performance; work values, attitudes, moods, and emotions; perception, attribution, and the management of diversity; learning and creativity at work; pay, careers, and changing employment relationships; managing stress and work-life linkages; leadership; power, politics, conflict, and negotiation; communication flows and information technology; organizational culture and ethical behavior; and organizational change and development .
For business professionals preparing for a career in management.
Customer Reviews:
Workplace success..........2007-03-29
This book has all sorts of information that will help any group of people working together get along better because of a greater understanding of different kinds of people.
not for MBA students.......2006-03-16
This book was required for an MBA class. It is more suited for undergraduates. It does not encourage deeper thinking or analysis appropriate for the graduate level.
The book is strong in theoretical understanding but weak in management applications. It is nice to be able to list the names of motivation theories, for example, but the authors seem uanble to provide criteria one might want to consider for policy decisions. I wonder if this book is by and for academics who have no real life work experience but need to publish or perish.
End of chapter supplementary articles are only from the New York Times. Although the book's introductory material lets us know how wonderful this is, a greater variety of source material would enhance the overall effectiveness. After all, the book does speak of diversity.
To its credit, the book is reasonably readable and does not overwhelm us with too much esoteric academic speak.
Great book. Must have it, if you are studying Org. Behavior.......2005-03-14
A colorful introductory textbook on organizational behavior that integrates concepts, theories, and research findings to examine individuals in organizations, groups and organizational processes, and inter-group relations and the organizational context. Case studies illuminate concepts and provide managerial implications. There is a diversity of heuristic features, some integrated into the text and some at the end of each chapter or part.
Great book. Must have it, if you are studying Organizational Behaviors (OB).
Also, this book is well known to many of top ranked universities in Graduate Programs (MBA) and No. of copies this books have been sold are in few hundred thousands !!! (@ 380,000 copies) justifies it's strength and quality of knowledge as well.
Book Description
In this volume, the Society for Industrial and Organizational Psychology provides managers with the practical guidance they need to make decisions about the crucial process of employee selection in today's changing business environment. An outstanding group of contributors--each with direct experience creating effective selection programs for contemporary organizations--makes applicable proven strategies for the design and management of the selection process. They examine selection management in its organizational, social, and legal contexts and help human resource professionals forge links between selection and other critical HR functions such as training, development, recruitment, and resourcing.
Customer Reviews:
A crucial must have for today's HR Practioner.......2002-12-31
An excellent source for every practioner. The authors take you through all the change facing organizations today and the stressors that such change is producing.
From aptitude testing, muilt-step selection procedures, technology and competencies, the authors lay out a clear framework for managing selection in changing organizations.
Whether you are a seasoned HR Practioner or a new hiring manager, I would recommend this book.
A timely topic for HR practitioners........2000-05-15
As stated by series editor Eduardo Salas, "this volume is about the practice of selection strategies in rapidly changing organizations. A timely topic for both practitioners and scientists. Jerard F. Kehoe was able to assemble an excellent group of industrial / organizational psychologists to write about how selection interfaces with individual, social, and organizational factors. The chapters describe how demographic changes, team-membership, cultural differences, legislation, and social policy influence the selection strategy process. The chapters offer many useful and practical insights about the practice of selection strategies in an every-changing organizational world. This volume is invaluable to those concerned with applying selection processes in organizations and to those who research selection systems."
In this context, as a sample, in fourth chapter of this book, "Managing 'Customers' of Selection Processes", Stephen W. Gilliland and Bennett Cherry (1) focus on managing the customers of selection, (2) specifically consider the perspective of each customer group in each of the three stages of the selection process (that is, development, assessment, feedback), and (3) finally conclude the chapter with some summary recommendations for maintaining as successful customer-based selection system.
(1). Who Are the Customers? : In this section, Gilliland and Cherry define customers of selection, and their needs, desires, and goals for selection are summarized as :
a. Line Managers :
* Accurate and informative indicators of applicant potential.
* Quick and easy-to-use selection process.
* Flexibility and accommodation of selection procedures.
* Perceived validity of selection process.
b. Coworkers :
* Accurate and informative indicators of applicant potential.
* Input into the selection decision-making process.
* Perceived validity of selection process.
c. Applicants :
* Appropriate hiring decision.
* Unbiased, job-related selection process that gives them a chance to demonstrate their potential .
* Honest and sensitive interpersonel treatment.
* Timely and informative feedback.
(2). Managing Customers of Selection : After defining the stages of a customer-based selection system as development, assessment, and feedback, in this section, they consider how to manage the needs of the customers during each of these selection stages.
(3). Summary Recommendations : In this section, they made the following recommendations for managing the customers of selection.
a. For Line Managers and Coworkers :
* Communicate how and why a new selection system is being developed.
* Involve line managers in development and administration of the selection system.
* Train line managers in the use of the selection system and in effective interviewing and decision making.
* Simplify the assessment process to ease administration.
* Solicit feedback on the effectiveness of and satisfaction with the selection system.
b. For Applicants :
* Include applicant concerns in the development of the selection system.
* Provide applicants with an understanding of what the selection process entails and how it was developed.
* Make sure the selection procedures are job-related and unbiased, and give applicants a chance to demonstrate their potential.
* Make sure the selection process is consistently administered.
* Treat applicants with honesty and respect, and allow for two-way communication.
* Deliver timely and informative feedback to applicants on the hiring decision.
* Solicit feedback from applicants on their reactions to the selection process.
Not only this chapter, but this book as a whole is highly recommended for HR practitioners.
Book Description
An excellent guide if you're wishing to position yourself for upward professional mobility. This book introduces techniques for developing positive working relationships with those above you in the organization. It's not easy to “manage your boss,” but the tips provided will help you handle and offer both praise and criticism.
Customer Reviews:
Go ahead, get this book! It's an easy read and insightful........2002-09-04
`Managing Upward' A practical step by step guide for learning, or reminding of the many nuances of effective communication. It does this by focusing on the characteristics of good relationships, communication gaps, and misaligned goals and expectations between a worker and a boss. It strikes me, there doesn't seem to be many books as concise, quick to read, and solely dedicated towards addressing this single challenging issue.
The book includes many exercises designed to aid with self assessment with regard to understanding one's own ability to communicate and to comprehend the many facets of effective communication. If you are having difficulty in your relationship with your boss, all is not lost. This book can help you put matters into perspective and assist you in understanding the parts which may be missing, but are essential to good communication. I felt, depending on the scenario, some of the exercises may not be realistic to practice as described. One example was an exercise designed to be completed jointly by the worker and the boss - this might seem like a near impossible task in light of a serious communication issue. A worker may prefer taking a bone away from a ravenous dog, rather than handing their boss a questioner to fill out. All kidding aside - I do agree, regardless of the scenario, the exercises are all well suited to help build insight towards the particular facet of communication it addresses.
One insight I had about this book - it seems by it's title and design to imply it was written to cater to the worker's perspective towards understanding how to better communicate with their boss, thus enabling them to `Manage Upward'. I feel the the book is much more versatile - the concept of `Managing Upward' is a desirable dynamic for all involved. Managers who better understand the common road-blocks and essential elements to enable effective communication are better poised to produce it in their environment. If you are a boss and detect communication challenges among you and your staff, or you are just interested in fine tuning communication practices within your department, you'll enjoy this guide-book - a combination of unique and tried and true communication concepts. Don't be afraid to hand them out to your staff!
For you and your team.......2002-08-25
April, 2002
You should read Managing Upward by Patti Hathaway & Susan Schubert. The topic touches most everyone. Since I just changed jobs, it came at just the right time.
It has all the ingredients I look for in a book:
-- A relevant topic - like most of us, I have a boss.
-- Easy to read - without the fluff.
-- Short chapters I can read in those brief periods of idle time.
-- Practical suggestions I can immediately apply.
The one complaint is there are too many self-assessments. But don't let that stand in your way of a valuable addition to your library.
Not only do I recommend the book for you in dealing with your boss; I encourage you to provide copies for your direct reports.
Changing jobs and bosses.......2002-08-24
I have gone through a job change after seventeen years in the same department. A colleague knew my job skills and recommended me for a top-level position with an opportunity to grow. This book was particularly helpful to me. It reassured me that this move was the right move and for the right reasons. The book helped me see that I have increased my self-confidence and motivation. I have found that the new office staff and
I share the same big picture focus and work well as team players. The clean organizational goals and values provide me with a sense of direction, mission, and pride.
My supervisor is a perfectionist as the book describes: "Perfectionist
always find a better way to do something, and they have trouble knowing when to stop. They have high expectations for themselves and others."
The job change has reduced my stress and I can now reserve energy for tougher workdays. I enjoy my new job responsibility and can focus on the big picture. My supervisor has confidence in my job skills and my relationships with others.
Knowing How to Manage Upwards!!.......2002-05-09
As soon as I read the first page I knew this was a book for me! It is a book for everyone because we all have a boss of some sort. I wanted something to help me consciously improve collaboration with my boss plus ways to manage my work better. I have been a Staff Development Educator for over 20 years and have had many bosses. Each has had varied management and working styles. Health care has seen tremendous changes over the years. We all need streamlined work habits to get the job done. Managing Upward gives the reader strategies & tips on how to function in today's work environment, satisfying your own personal goals as well as supporting the organization's mission. Part of the book that I liked best was the section on how to have effective meetings with the boss. Most all of us use an agenda but the book suggested an outline to use for planning of these meetings. Start with "good news". Proceed to "business updates' and "problem solving issues". Next give "updates on projects" you are currently working on including your "action plan". End with listing agenda items for the "next meeting". This book helped me realize that following a meeting format helps save everyone's time. An effective meeting builds bridges of understanding between you and your boss and provides a trust level for both of you. Thank you for the opportunity to read this book and share my thoughts with you!
Succeeding with My Boss.......2002-05-07
I received and read this book with much anticipation, as I have felt for sometime now, that I am not succeeding with my boss.
While reading this book I quickly saw many comparisons, not only in my own attitudes and behaviors, but those of my boss, too. It is amazing when you see some of these things put in writing, just how much they fit what you are dealing with.
Some areas I found most interesting were:
· How Well Do You Express Yourself? - Not only did this help me evaluate myself, but I could also use them to evaluate my boss.
· Communication Gaps - This section really emphasized what I have believed for many years -- many people do not "hear" what is being said, - they may "listen," but lack the ability to hear. Listening and hearing are two completely different things. I liked the way this was illustrated in the sentences "...that if you rearrange the letters in the word 'listen,' you get 'silent.' and 'You cannot listen when you are talking."
· Criticizing Your Boss - Reading this section made me realize that my past experience of being a supervisor and manager sometimes makes me too quick and/or comfortable in providing criticism to my boss.
· How to Read Your Boss - One of my favorite sections. I will try my very best to put this to good use - although being 300 miles away from my boss, this is going to be difficult. This section also made me realize that the fact we are both "Perfectionists" may be part of the reason we don't always communicate well.
· Managing Time Management Monsters - Some of the barriers mentioned contribute to my situation - particularly "Lack of Information - I routinely find myself having to tell my boss to give me/us all of the facts", and "Unavailable Boss - due to changes in management structure we have gone from having a dedicated Unit Supervisor to only having a Manager, who not only has direct supervison of our Unit but also now must supervise another Unit and function as department manager at the same time.", and "Disorganized Boss - this is becoming more of an issue all of the time, because she has too many irons in the fire."
Perhaps two lines at the end of this book sum it up best: "It is your right and responsibility to manage your manager. It is part of your job." I now have more tools to help me manage my manager and in the process "Succeed with My Boss!"
Thank you Patti and Susan for a most insightful and interesting book. I highly recommend it to anyone having a struggle in their relationship with their boss. I am going to recommend it to many of my co-workers and my boss!
Book Description
This book offers hundreds of practical, easy-to-learn techniques every manager can use to coach employees to become more productive, positive, inspired and effective. Filled with real-world advice and management-changing exercises, this manual shows how to get the most from employees in today's era of downsizing, layoffs, buyouts and mergers. Managers learn how to be more than just a boss and develop the skills and strategies to become more like a coach to their employees.
This invaluable management resource will show managers how to tap into the hidden strengths and talents of employees, to inspire peak performers to even greater levels of productivity, to confront inappropriate behavior, turn problem employees into productive workers, to ask questions that get good answers,-to be a winner and to teach others how to be winners. Gives the skills to become a good coach to lead and inspire people to work as a team and produce winning results.
Customer Reviews:
Enjoyable and encouraging - very worth reading........2006-10-29
I was looking for a book on team building for my department and found this book on accident as I took others off the shelf at the local library. I checked out five books that day and read them all - but this is the only one I renewed. I am on Amazon right now to purchase a copy of it to keep on MY shelf permanently.
Whether a manager, a supervisor or just a co-worker, we are often presented with performance problems in the work place. How to handle them in a way that will bring about change and not degrade morale of the group or the individual?? To me, that is what this book speaks to.
What can we do attain the performance we seek from our team?? We can coach, we can mentor, we can counsel. Which to do when and how? That is what this book presents in a very human and compassionate style. And when performance problems are the topic, we often let frustration, anger and exasperation rule the moment instead of what might FIX the issue - a coach, a mentor or a counselor.
This book will help you approach the team buidling aspect of work with a better attitude and some new ideas.
Redundant, trivial compilation of lists, opinions and generalizations.......2005-07-12
It looked interesting when I saw it on the shelf, but unfortunately you cannot judge a book by its cover. Coaching, mentoring... is disapointing work which neither gives a "how to" set of instructions or provides interesting theoretical reflections on coaching. Mostly it is a book of trivial lists (the 10 values of a successful coach) and vacuous statements ("no coach has ever had the perfect team"; "support is tied to synergy"). And, you will search in vain for any empirical evidence that any of the authors assertions are true. Should have left this one on the shelf.
Book Description
In Managing Telework, Jack Nilles illustrates that telework is undeniably the corporate wave of the future on a global level. Telework, or telecommuting, a term coined originally by Nilles, means basically moving the work to the worker instead of the other way around. Although there are both risks and opportunities involved in managing a virtual workforce, the opportunities usually far outweigh the risks. As Nilles explains, the key to a successful virtual workforce is making the best use of those opportunities through proper planning and the development of an appropriate management style. Management philosophy, style, and technique constitute the foundation of this indispensable resource.
Managing Telework provides crucial information on every part of the telecommuting process. Nilles first explores the issues of selecting the right type of telecommuter-candidates who are likely to be effective workers without the structured environment of the office-and how to find or make proper workplaces for an effective telecommuting program. He then goes on to discuss that central, often unspoken managerial fear of telecommuting: the threat of losing control. Nilles explains that leaders, not administrators, are the key players in successful telecommuting, and that leadership can be taught. There must also be a basis of trust between the worker and the manager, and constant, open communication.
Many other pressing topics are discussed in detail, such as how to select the best technology for your specific organization, how to navigate the formal rules and regulations of telecommuting (including union rules and zoning laws), how to measure results, and how to set up a home office. Plus, there is absolutely critical advice provided on other legal, corporate, and cultural issues. This step-by-step guidebook to telework is the only management resource you'll need for the future of business.
Learn how to get out of the office.
A step-by-step guide to managing a successful, efficient, and happy virtual workforce.
"There is no better guide to telework than Jack Nilles. His insights are of growing importance to managers and teleworkers at all levels and sectors of government, business, and industry." -William H. Dutton Professor, Annenberg School of Communication and School of Public Policy and Urban Development at the University of Southern California, and former national director of the UK's Programme on Information and Communication Technologies(PICT)
"From his twenty-five years of pioneering and perfecting telework, Jack Nilles defines the essential leadership philosophy of the successful telemanager and presents his time-tested techniques for Managing Telework. These pages are packed with top-notch expertise. I wouldn't be without it!" -David Fleming Fleming LTD
"In Managing Telework, Jack Nilles describes what managers and workers need to do to create successful telework programs and explains the benefits they can derive from this way of working." -Paul Gray Professor of Information Science, Claremont Graduate University
"Another milestone from the father of telecommuting; an essential reference and stimulation for the biggest change in work organization since Henry Ford." -Peter Johnston Directorate General XIII BI, Telecommunications, Information Market and Exploitation of Research, European Commission
"The success of any telecommuting program hinges on thoroughly training telemanagers and non-teleworkers as well as telecommuters themselves. Nilles presents his guidelines in a practical, straightforward manner."-Margaret A. Klayton-Mi, PhD Associate Professor of Business Administration, Mary Washington College
"A major transformation in the nature of work is in process. Jack Nilles, for years the foremost expert and visionary leader in the field of telecommuting, has written the definitive book on the subject. This is where the future begins. Don't miss it." -Burt Nanus Author, Visionary Leadership Professor Emeritus of Management, University of Southern California
Customer Reviews:
Extremely Helpful!.......1999-09-21
From a management perspective, this book offers great advice on how to establish telecommuting relationships with your employees. It walks you through the steps in a straightforward and friendly fashion. To improve your bottom line further, I recommend "The Work at Home Balancing Act" by Sandy Anderson. This resource will arm your telecommuting employees with everything they need to successfully manage their work and personal lives under one roof. These books should be the foundation of everyone's telecommuting resource library. Read them and profit
Everything one needs to know about telework & telecommuting........1998-10-14
Jack Nilles delivers everything that leaders and managers could possibly want. With a relaxed and friendly writing style and his delightful sense of humor, Jack guides us with ease and clarity through the human and technological complexities of creating successfu telework programs. He provides the essential leadership and management philosophies and the time-tested techiniques learned from 25 years of cutting-edge experience. These pages pack a complete range of knowledge from practical checklists to internationl trends. It's even more than what we have come to expect from Jack, the Father of Telecommuting. I would not be without it.
Book Description
Negative people are more likely to be dissatisfied with their lives and jobs, leading to increased absenteeism and lowered productivity. This book has activities and exercises to help readers cope with negativity in others and make their own work more satisfying and productive.
Average customer rating:
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This Job Should Be Fun!/the New Profit Strategy for Managing People in Tough Times
Bob Basso , and
Judi Klosek
Manufacturer: Adams Media Corp
ProductGroup: Book
Binding: Paperback
 Health & Stress
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| Systems Analysis
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| Total Quality Management
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ASIN: 1558500154 |
Average customer rating:
- Tell me something I didn't know
- Outstanding all in one team training and handling guidelines
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Managing Teams
Lawrence Holpp
Manufacturer: McGraw-Hill
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Management
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Entrepreneurship
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Leadership Skills for Managers
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ASIN: 0070718652 |
Book Description
In industry after industry, workplace teams have proven their value in achieving both quality and productivity goals. But for teams to succeed, management must lay the groundwork. Managing Teams provides methods and checklists to determine if teams are right for your business; improvements you should expect--and not expect--from teams; and more. Interviews with HR professionals who have successfully instituted teams give you real stories from the front lines. Managing Teams will provide the support and confidence you need to initiate and manage workplace teams, evaluate the success of those teams, and get your employees working in a coordinated, disciplined manner.
Customer Reviews:
Tell me something I didn't know.......2007-02-12
This book is very wordy and really doesn't tell you much. The entire thing can be condensed down to just a few pages of content that actually has value.
Outstanding all in one team training and handling guidelines.......1998-12-06
This is the first book on work team or any kind of teams that acknowledges how difficult and trying team work and team management can be. It's full of useful suggestions and insightful thinking. It's well written and not a checklist type of book but one which really explores things like conflict and the key kinds of things teams come up against. As a manager who workes with teams all the time, I highly recommend it. I am buying one for all my supervisors and all my teams.
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