Уровень C. Классическое эссе.
Manager, is it?
In modern scientific literature is given many definitions and meanings of the term «manager». In my opinion, in the narrow sense of «manager» means the office, profession. But if you look at this term, on the other hand, we can say that the manager is a manager, a person who connects the staff in the organization and defines the goals and objectives that must be implemented in the organization, it also monitors this activity, motivates employees to performance of their duties.
At the present stage of development of both society and science of «management» in general, no specific prohibition limiting the criteria that determine the manager. Manager can be both a man and a woman. The main thing is that they have such qualities as durability and adaptability, sociability and politeness, subordination and anti - conflict, accountability and fairness and so forth. It is also the manager to see me as a man dressed in a classical form, able to fall correctly, to show to establish itself as a valuable and irreplaceable employee, professional in their field, able to please the other person, bring him to her. Each manager has different approaches and management practices that will certainly and naturally depend on the experience that is accumulated over the years of practice. That experience is the principal assistant of any manager. On the basis of a manager solves all problems facing them. Therefore, the manager is, of course, the right hand the head, which always helps him in the management of organizations and people working in it.
I think that it"s hard work not in terms of physical effort, but in terms of moral characteristics, abilities, consciousness as the highest degree of expression of the psyche of living beings, every human psyche. After all, not everyone is able to assume responsibility for the existence, the vital activity of the organization as a whole, and individual employees. Management is also a specific type of activity that requires a high level of professionalism and creativity. It is for this reason that not all people are educated manager, working directly in this area, only a few successfully implemented in this field myself.
It is a lot to say on this subject, but we have not talked, we always come to one conclusion that the manager is a person with a number of valuable essential qualities that help him in carrying out his professional duties.
Looking at the above-said it is safe to say that the manager is an indispensable cog in the mechanism of the organization for which he was a fruitful and quality operation. That"s the way I see the manager of the twenty first century.
В современной научной литературе дано множество определений и значений термина «менеджер». На мой взгляд, в узком смысле «менеджер» обозначает должность, профессию. Но если посмотреть на этот термин с другой стороны, то можно сказать, что менеджер это управляющий, это человек, который связывает персонал в организации и определяет цели и задачи, которые необходимо осуществить в процессе деятельности организации, также он контролирует данную деятельность, мотивирует сотрудников на выполнение своих обязанностей.
На современном этапе развития, как общества, так и науки «менеджмент» в целом нет определенных запрещающих, ограничивающих критерий, определяющих менеджера. Менеджером может быть как мужчина, так и женщина. Главное, чтобы они обладали такими качествами как выносливость и адаптированность, общительность и вежливость, субординация и анти - конфликтность, ответственность и справедливость и так далее. Также менеджер видеться мне как человек в классической форме одежде, умеющий правильно падать, показать, зарекомендовать себя как ценного и незаменимого сотрудника, профессионала в своем деле, способный понравиться собеседнику, привлечь его к себе. У каждого менеджера существуют свои подходы и методы управления, которые непременно и естественно зависят от опыта, которые накапливается с годами практики. Именно опыт является главным помощником любого управленца. На основе него менеджер решает все задачи стоящие перед ним. Поэтому менеджер это, конечно же, правая рука руководителя, которая всегда помогает ему в управлении организации и людьми, работающими в ней.
Я считаю, что это тяжелая работа не в плане физических усилий, а в плане моральных особенностей, способностей сознания, как высшей степени выражения психики живых существ, психики каждого человека. Ведь не каждый человек способен взять на себя ответственность за деятельность, существование, жизнедеятельность всей организации, как целиком, так и отдельно сотрудников. Также Менеджмент специфический вид деятельности, требующий высокого профессионализма и творчества. Именно по этой причине не все люди получившие образование менеджера, работают непосредственно в этой сфере, только единицы успешно реализовали себя на этом поприще.
Очень много можно говорить на эту тему, но как бы мы не рассуждали, мы всегда придем к единственному выводу о том, что менеджер это человек, обладающий рядом ценных незаменимых качеств, которые помогают ему в осуществлении им его профессиональных обязанностей.
Глядя на выше сказанное можно с уверенностью заявить, что менеджер это незаменимый винтик в механизме организации, для которой он способствует плодотворному и качественному функционированию. Именно таким я вижу менеджера двадцать первого века.
Менеджмент — management [ˈmænɪʤmənt]
Company — компания
Office — офис [ôfis]
Я работаю на большую компании — I work for a big company
Мы все работаем в одном офисе — We all work in the same office
Worker — работник
Cabinet — кабинет
Useful worker -полезный работник
Hardworking — трудолюбивый
Interview — собеседование [ˈɪntəvjuː]
Я очень хорошо лажу со своими коллегами, другими работниками офиса — I get along very well with my colleagues, other office workers.
Макс очень полезный работник компании. Он трудолюбивый, умный и хорош в своем деле — Max is a very useful worker of the company. He is hardworking, smart, well versed in his business.
- Education — образование
- Diploma — диплом
- Hired — нанять (работника) [ˈhaɪəd]
- Trade — торговля
- Manager — менеджер [ˈmænɪʤə]
- Experience — опыт [ɪksˈpɪərɪəns]
- International — международный [ɪntəˈnæʃənl]
Сегодня у нас в компании появились новые работники. Марина была нанята, потому что она дочка директора. Сергей был нанят, потому что у него хорошее образование и красный диплом. — Today we have new workers in the company. Marina was hired because she is the daughter of the Director. Sergey was hired because he has a good education and a red diploma.
Диалог по теме Менеджмент
— Здравствуйте, представьтесь пожалуйста.
— Добрый день. Меня зовут Олег. Мне двадцать шесть лет.
— У нас много кандидатов на эту должность. Почему мы должны нанять вас?
— У меня есть диплом экономиста из Гарвардского Университета. Я свободно говорю на Немецком, Английском и Русском. У меня есть опыт международной торговли. Я работал в Берлине долгое время, но ушел с работы из-за переезда.
— У вас есть опыт работы на должности менеджера?
— Нет, но я быстро учусь.
— Хорошо, этого достаточно. Мы позвоним вам позднее и расскажем о результатах собеседования.
Перевод:
— Hello, introduce yourself, please.
— Good day. My name is Oleg. i’m twenty six.
— We have many candidates for this position. Why should we hire you?
— I have a diploma in Economics from Harvard University. I speak German, English and Russian fluently. I have extensive experience in international trade. I used to work in Berlin for a long time, but I quit because of the move.
— Do you have experience as a manager?
— No, but I’m a quick learner.
— Okay, that’s enough. We will call you back later to let you know the results of your interview.
А What Is Management?
Managers are an important group involved in business activity. It is difficult to define exactly what-is meant by "management". However, many agree that managers are responsible for" getting things done"- usually through other people. The term "manager" may refer to a number of different people within a business. Some job titles include the word "manager", such as "personnel manager" or "managing director". Other job holders may also be managers, even though their titles do not say it. It could be argued that managers:
Act on behalf of the owners - in a company senior management are accountable to the shareholders;
Set objectives for the organisation, for example, they may decide that a long term objective is to have a, greater market share than all of the company"s competitors;
Make sure that a business achieves its objectives by managing others;
Ensure that corporate values (the values of the organisation) are maintained in dealings with other businesses, customers, employees and general public.
The Functions of Management
Henri Fayol, the French management theorist working in the early part of this century, listed a number of functions or elements of management.
Planning.
This involves setting objectives and also the strategies, policies, programmes and procedures for achieving them. Planning might be done by line managers who will be responsible for performance. However, advice on planning may also come from staff management who might have expertise in that area, even if they have no line authority. For example, a production manager may cany out human resource planning in the production department, but use the skills of the
personnel manager in planning recruitment for vacancies that may arise
Organising
Managers set tasks which need to be performed if the business is to achieve its objectives. Jobs need to be organised within sections or departments and authority needs to be delegated so that jobs are carried out. For example, the goal of a manufacturing company may be to produce quality goods that will be delivered to customers on time The tasks, such as manufacturing, packaging,
administration, etc that are part of producing and distributing the goods, need to
be organised to achieve this goal.
This involves giving instructions to subordinates to carry out tasks. The manager has the authority to make decisions and the responsibility to see tasks are carried out.
Coordinating.
This is the bringing together of the activities of people within the business.
Individuals and groups will have their own goals, which may be different to those of the business and each other. Management must make sure that there is a common approach, so that the company s goals are achieved.
Controlling
Managers measure and correct the activities of individuals and groups to make sure that their performance fits in with plans.
How To Be A Better Manager.
What is management? What do managers do? How do I manage? These are standard questions that most of us in the management profession have been asked more than once.
Contemporary period in the development of Russian economics, when the radical changes have been made in the sphere of human resource management, is characterized by the acute shortage of qualified trained managers selected on the basis of ability and expertise. During last years interesting books on the personnel management have appeared, however, still there is lack of monographs, books and research works based on the modern management theory and a long history of work. So it turns out to be important to study the questions, concerning personnel and personal management either in business or in state and municipal management.
A management career path is not a straight line. Nor is it the same for everyone. Yet all management career paths have a starting point. All have milestones along the way. This page is the starting point for several management paths. Each path leads managers to what they need to know based on where you are in your career and where your interests lie. On each visit you can go further along the path, retrace steps along the same path, or start down a new path. Five paths are listed below.
Considering Management
This person wonders whether a management career is for them. Maybe someone has suggested it. Maybe they just feel they can do it better than their current boss. Take this path to learn more about what management does and whether management might be for you.
Going For It
This person has decided to try the management career path. They have no management experience yet, but are interested and motivated. This path leads to the knowledge and skill needed to land that first management job.
Just Starting Management
This person has just started, or is about to start, their first management job. This path will guide you through those first confusing, challenging days and months. It takes you through the basic knowledge needed to be a manager and how to deal with the problems that crop up.
Experienced Manager
This manager has had several years experience in management. He or she has had time to make some mistakes and achieve some successes in the real world and now want to improve. This path leads to the resources to improve their skills and their promotion potential.
Management Pros and Consultants
These are veteran managers interested in increasing and sharing their professional knowledge and experience. They have managed different and difficult opportunities, but they know there is always more to learn. This path connects them with their peers and to cutting-edge theory.
Most urgent problems of personnel management :
New approaches to organization of work of personnel, work regulations and scientific labor organizations, team - building, theory of leadership.
Important problems of motivation, payment, methods of personnel estimation and effectiveness of work.
The personnel of the state and municipal management bodies and business;
The notion and classification of the methods of state and municipal management and business;
The manpower policy in the state and municipal management and business;
The competitive basis of the manpower policy in the state and municipal management and business;
The staff appraisal procedure in the bodies of the state and municipal management and business;
The staff estimation procedure based on the estimation center method;
The international experience of the personnel training and skills improvement for the state and municipal management bodies and business;
The personnel management at the bodies of state and municipal administration and so on.
Managers spend a lot of time giving direction to people. When done well you can achieve great results. Make a little slip up and everything goes wrong. Here"s how to do it right.
Management is both art and science. It is the art of making people more effective than they would have been without you. The science is in how you do that. There are four basic pillars: plan, organize, direct, and monitor. Four workers can make 6 units in an eight-hour shift without a manager. If I hire you to manage them and they still make 6 units a day, what is the benefit to my business of having hired you? On the other hand, if they now make 8 units per day, you, the manager, have value. The same analogy applies to service, or retail, or teaching, or any other kind of work. Can your group handle more customer calls with you than without? Sell higher value merchandise? Impart knowledge more effectively? That is the value of management - making a group of individual more effective.
Management starts with planning. Good management starts with good planning. And proper prior planning prevents… well, you know the rest of that one. Without a plan you will never succeed. If you happen to make it to the goal, it will have been by luck or chance and is not repeatable. You may make it as a flash-in-the-pan, an overnight sensation, but you will never have the track record of accomplishments of which success is made. Look at all the probable scenarios. Plan for them. Figure out the worst possible scenario and plan for that too. Evaluate your different plans and develop what, in your best judgments, will work the best and what you will do if it doesn"t. Figure out what your goal is (or listen when your boss tells you). Then figure out the best way to get there. What resources do you have? What can you get? Compare strengths and weaknesses of individuals and other resources. Will putting four workers on a task that takes 14 hours cost less than renting a machine that can do the same task with one worker in 6 hours? If you change the first shift from an 8 AM start to a 10 AM start, can they handle the early evening rush so you don"t have to hire an extra person for the second shift? One of the most often overlooked management planning tools is the most effective. Ask the people doing the work for their input.
Now that you have a plan, you have to make it happen. Is everything ready ahead of your group so the right stuff will get to your group at the right time? Is your group prepared to do its part of the plan? Is the downstream organization ready for what your group will deliver and when it will arrive? Are the workers trained? Are they motivated? Do they have the equipment they need? Are there spare parts available for the equipment? Has purchasing ordered the material? Is it the right stuff? Will it get here on the appropriate schedule? Do the legwork to make sure everything needed to execute the plan is ready to go, or will be when it is needed. Check back to make sure that everyone understands their role and the importance of their role to the overall success.
Now flip the "ON" switch. Tell people what they need to do. I like to think of this part like conducting an orchestra. Everyone in the orchestra has the music in front of them. They know which section is playing which piece and when. They know when to come in, what to play, and when to stop again. The conductor cues each section to make the music happen. That"s your job here. You"ve given all your musicians (workers) the sheet music (the plan). You have the right number of musicians (workers) in each section (department), and you"ve arranged the sections on stage so the music will sound best (you have organized the work). Now you need only to tap the podium lightly with your baton to get their attention and give the downbeat.
Now that you have everything moving, you have to keep an eye on things. Make sure everything is going according to the plan. When it isn"t going according to plan, you need to step in and adjust the plan, just as the orchestra conductor will adjust the tempo. Problems will come up. Someone will get sick. A part won"t be delivered on time. A key customer will go bankrupt. That is why you developed a contingency plan in the first place. You, as the manager, have to be always aware of what"s going on so you can make the adjustments required.
A manager"s most important, and most difficult, job is to manage people. Managing people is not easy. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire, and discipline or evaluate employees. However, it can be done successfully. And it can be a very rewarding experience. Remember that management, like any other skill, is something that you can improve at with study and practice.
Management Styles
Managers have to perform many roles in an organization and how they handle various situations will depend on their style of management. A management style is an overall method of leadership used by a manager. There are two sharply contrasting styles that will be broken down into smaller subsets later:
Autocratic
Permissive
Each style has its own characteristics:
Autocratic: Leader makes all decisions unilaterally.
Permissive: Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities.
Combining these categories with democratic (subordinates are allowed to participate in decision making) and directive (subordinates are told exactly how to do their jobs) styles give us four distinct ways to manage.
Ten Things To Do Today To Be A Better Manager
Listed below are ten things you can do to become a better manager. Pick one. Do it today. Pick another one for tomorrow. In two weeks you will be a better manager.
1. Select the best people
As a manager, you are only as good as the people on your team. Give yourself a better chance to succeed by picking the best people from the start.
2. Be a motivator
Human beings do things because we want to. Sometimes we want to because the consequences of not wanting to do something are unpleasant. However, most of the time we want to do things because of what we get out of it.
It"s no different at work, people do good work for the pay, or the prestige, or the recognition. They do bad work because they want to take it easy and still get paid. They work really hard because they want to impress someone. To motivate your people better, figure out what they want and how you can give that to them for doing what you want them to do.
3. Build Your Team
It is not enough that people are motivated to succeed at work. They have to work together as a team to accomplish the group"s objective. After all, if we just want them to all "do their own things" we don"t need you as a manager to mold them into a team, do we?
Here are some ways to improve your team building skills:
4 . Be a Leader, Not Only a Manager
You have built the best team from the best employee available. You motivated them to peak performance. What is missing? Motivating a team is worthless unless you provide direction; unless you turn that motivation toward a goal and lead the team to it. Enthusiasm, dedication and charisma are some of the more important characteristics of leadership. Leaders are seen as good and evil, and take on many personalities and roles, from managers or coaches to world leaders. It is believed that every leader possesses a charisma that provides change and success. Thus leadership begins with vision, concern and mentorship. Leadership, a critical management skill, is the ability to motivate a group of people toward a common goal. Perhaps the one personal skill that has the greatest impact on your job satisfaction, promotion potential, and career success is your ability to communicate effectively with others. By improving your communications skills at work you increase your ability to achieve success, have your successes noted, and get yourself those promotions you deserve. It is the ability to lead others that truly sets a manager apart from their peers. Remember that leaders are found at all levels of the organization, so be one.
5 . Improve as a Communicator
Communication may be the single most important skill of a manager. After all, all the others depend on it. You can"t be a leader if you can"t communicate your vision. You can"t motivate people if they can"t understand what you want. Communication skills can be improved through practice.
6. Get Better at Managing Money
To stay in business, a company has to make money. That means bringing money in the door and it means spending less than you bring in. Depending on your function in the organization, you may have more influence on one area or the other, but you need to understand both. You can help your company, your employees, and yourself be getting better at managing the company"s money.
7 . Get Better at Managing Time
The one thing you will probably have less of at work than money is time. The better you get at managing time, yours and others, the more effective you will be as a manager.
8. Improve Yourself
Don"t focus so hard on your people that you forget about yourself. Identify the areas in which you are weak and improve them. The fact that you are reading this article shows you understand the concept. You need to put it into practice.
9. Practice Ethical Management
Ethics is very important in business.
10. Take a Break
You are less effective as a manager if you are over-stressed. You are less tolerant. You snap at people more. No one wants to be anywhere near you. Take a break. Give yourself a chance to relax and recharge your batteries. Your increased unbelievable productivity when you return will more than make up for the time you take off. Have a good laugh or go lie on a beach somewhere.
Management is a skill that can be learned. You can improve as a manager by working every day to get better. Good managers always stick to his task until it gets completed from his staff. If you pick one subject each day, and work on improving in that area, you will be a better manager before you know it. And others will notice it too.
New Paradigm in Management
Around the 1960s and on to today, the environment of today’s organizations has changed a great deal. A variety of driving forces provoke this change. Increasing telecommunications has “shrunk» the world substantially. Increasing diversity of workers has brought in a wide array of differing values, perspectives and expectations among workers. Public consciousness has become much more sensitive and demanding that organizations be more socially responsible. Much of the third-world countries has joined the global marketplace, creating a wider arena for sales and services. Organizations became responsible not only to stockholders (those who owned stock) but to a wider community of “stakeholders.” For a social discipline, such as management, the assumptions are actually a good deal more important than are the paradigms for a natural science. The paradigm -- that is, the prevailing general theory -- has no impact on the natural universe. Whether the paradigm states that the sun rotates around the earth, or that, on the contrary, the earth rotates around the sun, has no effect on sun and earth. But a social discipline, such as management, deals with the behavior of people and human institutions. The social universe has no "natural laws" as the physical sciences do. It is thus subject to continuous change. This means that assumptions that were valid yesterday can become invalid and, indeed, totally misleading in no time at all.
As a result of the above driving forces, organizations were required to adopt a “new paradigm,” or view on the world, to be more sensitive, flexible and adaptable to the demands and expectations of stakeholder demands. Many organizations have abandoned or are abandoning the traditional top-down, rigid and hierarchical structures to more “organic” and fluid forms.
Today’s leaders and/or managers must deal with continual, rapid change. Managers faced with a major decision can no longer refer back to an earlier developed plan for direction. Management techniques must continually notice changes in the environment and organization, assess this change and manage change. Managing change does not mean controlling it, rather understanding it, adapting to it where necessary and guiding it when possible.
Managers can’t know it all or reference resources for every situation. Managers must count on and listen more to their employees. Consequently, new forms of organizations are becoming more common, e.g., worker-centered teams, self-organizing and self-designing teams, etc.
Traits of the New Paradigm
Marilyn Ferguson, in The New Paradigm: Emerging Strategic for Leadership and Organizational Change (provides a very concise overview of the differences between the old and new paradigm.
New Paradigm | Old Paradigm |
appropriate consumption | promote consumption at all costs |
jobs to fit people | people to fit jobs |
autonomy encouraged, worker participation | imposed goals, top-down decision making |
cross-fertilization by specialists seeing wide relevance | fragmentation in work and roles |
identity transcends job description | identification with job |
recognition of uncertainty | clock model of company |
cooperation | aggression, competition |
blurring of work and play | work and play separate |
cooperation with nature | manipulation and dominance |
sense of change, of becoming | struggle for stability |
qualitative as well as quantitative | quantitative |
spiritual values transcend material gain | strictly economic motives |
transcends polarities | polarized |
ecologically sensitive | short-sighted |
rational and intuitive | rational |
harmonious work environment | emphasis on short-term solutions |
decentralized operations when possible | centralized operations |
appropriate technology | runaway, unbridled technology |
attempt to understand the whole, locate deep underlying causes of disharmony | allopathic treatment of symptoms |
Parts of speech (части речи).
Word formation (Способы словообразования)
1 суффиксальный (with the help of suffixes )
2 префиксальный (with the help of prefixes )
3 суффиксально- префиксальный (with the help of prefixes and suffixes )
4 образование слова путем соединения нескольких слов (сложные прилагательные, сложные существительные и т.п.)
5 Совпадение форм (слова пишутся и произносятся одинаково, но являются различными частями речи)
Nouns (существительные)
1 management (суффикс -ment) – менеджмент, управление
2 effectiveness (суффиксы –ive; -ness) - эффективность
3 leadership (суффиксы –er; -ship) - лидерство
4 communication (суффикс –ion) – общение, коммуникация
5 disharmony (префикс –dis; суффикс –y) - дисгармония
Verbs (глаголы)
1 to improve (префикс –im) - улучшать
2 to encourage (префикс – en) – поощрять, ободрять
3 to motivate (суффикс –ate) – побуждать, мотивировать
4 to cooperate (префикс – co) - сотрудничать
5 to identify (суффикс – fy) – выявлять
Adjectives (прилагательные)
1 international (префикс – inter; суффикс –al) - международный
2 qualified (окончание –ed) - квалифицированный
3 considerable (суффикс –able) - значительный
4 different (суффикс –ent) - различный
5 unbelievable (префикс –un; суффикс –able) - невероятный
Adverbs (наречия)
1 effectively (суффиксы –ive; ly) - эффективно
2 consequently (суффикс –ly) - следовательно
3 continually (суффиксы –al; -ly) - непрерывно
4 closely (суффикс – ly) – тесно (например, тесно связанный с чем –либо)
5 successfully (суффиксы –ful; -ly) - успешно
Примеры словообразования путем соединения нескольких слов
1 team-building – создание команды
2 management – making – осуществление управления
4 stakeholder – заинтересованная сторона
5 third- world countries – страны третьего мира
6 downstream – вниз по течению
Совпадение форм
1 change – 1.изменять; 2.изменение
2 check – 1.проверять; 2.проверка
3 plan – 1.план; 2.планировать
4 impact – 1.столкновение; 2.прочно укреплять
5 kind – 1.вид; 2.добрый
Beyond Wolves: The Politics of Wolf Recovery and Management by Martin A. Nie - Thousands of years ago we brought a powerful intelligent predator into our caves, and today it sleeps at our feet. While we were learning to love the wolf that became the dog, we somehow learned to hate the wolf that stayed the Wolf. This is our dilemma, and as an intelligent species we must attempt to make peace with the rest of the planet and its other inhabitants, because a war against nature, is ultimately a war against ourselves.
Management: Tasks, Responsibilities, Practices by Peter F. Drucker - Despite its explosive growth over the last decade, the Web remains essentially a tool to allow humans to access information. Semantic Web technologies like RDF, OWL and other W3C standards aim to extend the Web’s capability through increased availability of machine - processable information.
The Complete Idiot"s Guide to New Product Development by Edwin Bobrow - is a broad treatment of the subject of Product Development. It was first published in 1997 so it is relatively up-to-date, but not cutting edge. The book covers many topics from types of new products to Market Research. The book is aimed at small companies and corporations, managers in big companies that want an understanding of the development process, and entrepreneurs. The book tends to address the small business that needs a new product but does not do this sort of thing very often.
The Science of Success: How Market-Based Management Built the World"s Largest Private Company by Charles G. Koch - he same exacting thought, rooted in the realities of human nature, that the framers of the U.S. Constitution put into building a nation of entrepreneurs, Charles Koch has framed to build an enduring company of entrepreneurs a company larger than Microsoft, Dell, HP, and other giants. Every entrepreneur should study this book.
The Blackwell Encyclopedic Dictionary of Human Resource Management by Lawrence Peters, Charles R Greer, Stuart Youngblood - provides clear, concise, up to the minute and highly informative definitions and explanations of the key concepts covering the whole of the fast changing field of human resource management. Bringing together specially commissioned and carefully edited entries from an international team of the world"s best known and respected scholars and teachers, this will become the standard reference for students, researchers, academics and practitioners. The Dictionary has been carefully designed to give both the expert and the newcomer overviews with succinct presentations of the most important traditional and contemporary issues in human resource management.
Successful Time Management For Dummie s by Dirk Zeller - Do you need help with time management? Need to better manage your time at work or at home? Feel like there are never enough hours in the day? Successful Time Management For Dummies delivers practical solutions for getting organized, working better and faster, reducing stress, and getting rid of time-wasting distractions. You’ll find out how to eliminate late nights at the office and spend more time with your family, friends, or even just yourself!
The Vocal Skills Pocketbook by Richard Payne - explains how to develop a confident, authoritative and vital voice in a range of speaking situations. It will enable individuals to analyze their speaking voices and establish what aspects they wish to improve. The advice and information are relevant not just to public speaking events but also to numerous other situations such as interviews, meetings and speaking on the telephone.
Storytelling in Organizations: Why Storytelling Is Transforming 21st Century Organizations and Management by Stephen Denning, Katalina Groh, Laurence Prusak, John Seely Brown - Storytelling in Organizations lays out for the first time why narrative and storytelling should be part of the mainstream of organizational and management thinking. This case has not been made before. The tone of the book is also unique. The engagingly personal and idiosyncratic tone comes from a set of presentations made at a Smithsonian symposium on storytelling in April 2001.
The People Business: Psychological Reflections of Management by Adrian Furnham - In this unusual book about the relationship between psychology and management, Adrian Furnham does not present a management system based on psychological principles, but rather a collection of observations arranged in loose alphabetical order, beginning with "the aging workforce" and ending with "workplace romantic relationships." Furnham says his purpose is "to educate in an entertaining way." For the most part, he succeeds. The book resembles an old-fashioned commonplace book, full of random ideas, quotations and lists.
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