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Gain essential skills for career development with practical advice on how to manage performance, deal with difficult people and inspire a successful team.
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Gain essential skills for career development with practical advice on how to manage performance, deal with difficult people and inspire a successful team.
Produktdetails
- Produktdetails
- Verlag: Kogan Page
- 6th edition
- Seitenzahl: 240
- Erscheinungstermin: 27. Mai 2025
- Englisch
- Abmessung: 216mm x 140mm x 14mm
- Gewicht: 426g
- ISBN-13: 9781398621220
- ISBN-10: 1398621226
- Artikelnr.: 71602145
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
- Verlag: Kogan Page
- 6th edition
- Seitenzahl: 240
- Erscheinungstermin: 27. Mai 2025
- Englisch
- Abmessung: 216mm x 140mm x 14mm
- Gewicht: 426g
- ISBN-13: 9781398621220
- ISBN-10: 1398621226
- Artikelnr.: 71602145
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages. Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.
Section
PART 1: Managing people; Chapter
01: Getting things done through people: The manager's role; Chapter
02: Managing people for the first time; Chapter
03: Treating people right; Chapter
04: Working with HR; Section
PART 2: Getting work done through people; Chapter
05: Organizing; Chapter
06: Defining roles; Chapter
07: Communicating; Chapter
08: Delegating; Chapter
09: Managing hybrid workers; Chapter
10: Managing change; Section
PART 3: Leading, motivating and engaging people and teams; Chapter
11: Leadership; Chapter
12: Motivating people; Chapter
13: Enhancing engagement; Section
PART 4: People management activities; Chapter
14: Recruitment and selection; Chapter
15: Developing people; Chapter
16: Managing individual performance; Chapter
17: Managing team performance; Chapter
18: Managing reward; Section
PART 5: Handling people problems and issues; Chapter
19: Approaches to handling people problems; Chapter
20: Dealing with disciplinary problems; Chapter
21: Dealing with individual performance problems; Chapter
22: Dealing with negative behaviour; Chapter
23: Dealing with absenteeism and timekeeping issues; Chapter
24: Handling challenging conversations; Chapter
25: Giving bad news; Chapter
26: Managing bias; Chapter
27: Dealing with bullying and harassment; Chapter
28: Managing conflict; Chapter
29: Appendix: Notes on exercises;
PART 1: Managing people; Chapter
01: Getting things done through people: The manager's role; Chapter
02: Managing people for the first time; Chapter
03: Treating people right; Chapter
04: Working with HR; Section
PART 2: Getting work done through people; Chapter
05: Organizing; Chapter
06: Defining roles; Chapter
07: Communicating; Chapter
08: Delegating; Chapter
09: Managing hybrid workers; Chapter
10: Managing change; Section
PART 3: Leading, motivating and engaging people and teams; Chapter
11: Leadership; Chapter
12: Motivating people; Chapter
13: Enhancing engagement; Section
PART 4: People management activities; Chapter
14: Recruitment and selection; Chapter
15: Developing people; Chapter
16: Managing individual performance; Chapter
17: Managing team performance; Chapter
18: Managing reward; Section
PART 5: Handling people problems and issues; Chapter
19: Approaches to handling people problems; Chapter
20: Dealing with disciplinary problems; Chapter
21: Dealing with individual performance problems; Chapter
22: Dealing with negative behaviour; Chapter
23: Dealing with absenteeism and timekeeping issues; Chapter
24: Handling challenging conversations; Chapter
25: Giving bad news; Chapter
26: Managing bias; Chapter
27: Dealing with bullying and harassment; Chapter
28: Managing conflict; Chapter
29: Appendix: Notes on exercises;
- Section - PART 1: Managing people;
- Chapter - 01: Getting things done through people: The manager's role;
- Chapter - 02: Managing people for the first time;
- Chapter - 03: Treating people right;
- Chapter - 04: Working with HR;
- Section - PART 2: Getting work done through people;
- Chapter - 05: Organizing;
- Chapter - 06: Defining roles;
- Chapter - 07: Communicating;
- Chapter - 08: Delegating;
- Chapter - 09: Managing hybrid workers;
- Chapter - 10: Managing change;
- Section - PART 3: Leading, motivating and engaging people and teams;
- Chapter - 11: Leadership;
- Chapter - 12: Motivating people;
- Chapter - 13: Enhancing engagement;
- Section - PART 4: People management activities;
- Chapter - 14: Recruitment and selection;
- Chapter - 15: Developing people;
- Chapter - 16: Managing individual performance;
- Chapter - 17: Managing team performance;
- Chapter - 18: Managing reward;
- Section - PART 5: Handling people problems and issues;
- Chapter - 19: Approaches to handling people problems;
- Chapter - 20: Dealing with disciplinary problems;
- Chapter - 21: Dealing with individual performance problems;
- Chapter - 22: Dealing with negative behaviour;
- Chapter - 23: Dealing with absenteeism and timekeeping issues;
- Chapter - 24: Handling challenging conversations;
- Chapter - 25: Giving bad news;
- Chapter - 26: Managing bias;
- Chapter - 27: Dealing with bullying and harassment;
- Chapter - 28: Managing conflict;
- Chapter - 29: Appendix: Notes on exercises;
Section
PART 1: Managing people; Chapter
01: Getting things done through people: The manager's role; Chapter
02: Managing people for the first time; Chapter
03: Treating people right; Chapter
04: Working with HR; Section
PART 2: Getting work done through people; Chapter
05: Organizing; Chapter
06: Defining roles; Chapter
07: Communicating; Chapter
08: Delegating; Chapter
09: Managing hybrid workers; Chapter
10: Managing change; Section
PART 3: Leading, motivating and engaging people and teams; Chapter
11: Leadership; Chapter
12: Motivating people; Chapter
13: Enhancing engagement; Section
PART 4: People management activities; Chapter
14: Recruitment and selection; Chapter
15: Developing people; Chapter
16: Managing individual performance; Chapter
17: Managing team performance; Chapter
18: Managing reward; Section
PART 5: Handling people problems and issues; Chapter
19: Approaches to handling people problems; Chapter
20: Dealing with disciplinary problems; Chapter
21: Dealing with individual performance problems; Chapter
22: Dealing with negative behaviour; Chapter
23: Dealing with absenteeism and timekeeping issues; Chapter
24: Handling challenging conversations; Chapter
25: Giving bad news; Chapter
26: Managing bias; Chapter
27: Dealing with bullying and harassment; Chapter
28: Managing conflict; Chapter
29: Appendix: Notes on exercises;
PART 1: Managing people; Chapter
01: Getting things done through people: The manager's role; Chapter
02: Managing people for the first time; Chapter
03: Treating people right; Chapter
04: Working with HR; Section
PART 2: Getting work done through people; Chapter
05: Organizing; Chapter
06: Defining roles; Chapter
07: Communicating; Chapter
08: Delegating; Chapter
09: Managing hybrid workers; Chapter
10: Managing change; Section
PART 3: Leading, motivating and engaging people and teams; Chapter
11: Leadership; Chapter
12: Motivating people; Chapter
13: Enhancing engagement; Section
PART 4: People management activities; Chapter
14: Recruitment and selection; Chapter
15: Developing people; Chapter
16: Managing individual performance; Chapter
17: Managing team performance; Chapter
18: Managing reward; Section
PART 5: Handling people problems and issues; Chapter
19: Approaches to handling people problems; Chapter
20: Dealing with disciplinary problems; Chapter
21: Dealing with individual performance problems; Chapter
22: Dealing with negative behaviour; Chapter
23: Dealing with absenteeism and timekeeping issues; Chapter
24: Handling challenging conversations; Chapter
25: Giving bad news; Chapter
26: Managing bias; Chapter
27: Dealing with bullying and harassment; Chapter
28: Managing conflict; Chapter
29: Appendix: Notes on exercises;
- Section - PART 1: Managing people;
- Chapter - 01: Getting things done through people: The manager's role;
- Chapter - 02: Managing people for the first time;
- Chapter - 03: Treating people right;
- Chapter - 04: Working with HR;
- Section - PART 2: Getting work done through people;
- Chapter - 05: Organizing;
- Chapter - 06: Defining roles;
- Chapter - 07: Communicating;
- Chapter - 08: Delegating;
- Chapter - 09: Managing hybrid workers;
- Chapter - 10: Managing change;
- Section - PART 3: Leading, motivating and engaging people and teams;
- Chapter - 11: Leadership;
- Chapter - 12: Motivating people;
- Chapter - 13: Enhancing engagement;
- Section - PART 4: People management activities;
- Chapter - 14: Recruitment and selection;
- Chapter - 15: Developing people;
- Chapter - 16: Managing individual performance;
- Chapter - 17: Managing team performance;
- Chapter - 18: Managing reward;
- Section - PART 5: Handling people problems and issues;
- Chapter - 19: Approaches to handling people problems;
- Chapter - 20: Dealing with disciplinary problems;
- Chapter - 21: Dealing with individual performance problems;
- Chapter - 22: Dealing with negative behaviour;
- Chapter - 23: Dealing with absenteeism and timekeeping issues;
- Chapter - 24: Handling challenging conversations;
- Chapter - 25: Giving bad news;
- Chapter - 26: Managing bias;
- Chapter - 27: Dealing with bullying and harassment;
- Chapter - 28: Managing conflict;
- Chapter - 29: Appendix: Notes on exercises;