دانلود کتاب Managing all-in-one for dummies – مدیریت همه کاره برای آدمک ها

توضیحات

Contents note continued: ch. 3 Embracing Corporate Social Responsibility — Understanding Socially Responsible Practices — Figuring out how you can employ CSR — Enjoying net benefits of socially responsible practices — Developing a CSR strategy for implementation — Evaluating the Political Side of Your Workplace — Assessing your organization’s political environment — Identifying key players — Redrawing your organization chart — Doing the Right Thing: Ethics and You — Defining ethics on the job — Creating a code of ethics — Checking out a sample code of ethics — Making ethical choices every day — ch. 4 Managing with Technology — Weighing the Benefits and Drawbacks of Technology in the Workplace — Making advances, thanks to automation — Improving efficiency and productivity — Taking steps to neutralize the negatives — Using Technology to Your Advantage — Know your business — Create a technology-competitive advantage — Develop a plan — Get some help.;Contents note continued: Dealing with resistance — Gaining focus when conversations go off track — Closing the Conversation with Ease — Creating powerful action plans — Following through for success — ch. 4 Conducting Performance Appraisals — Gathering and Analyzing a Year’s Worth of Information — Doing your homework — Completing the evaluation form — Determining an overall rating — Managing Your Misperceptions — Overpowering bias and stereotypes — Rethinking ‘just like me’ — Recognizing the halo effect — Dismissing the horns effect — Getting beyond first impressions — Setting the Stage for the Appraisal — Identifying your objectives — Preparing an agenda — Scripting your delicate comments — Bringing the data — Setting positive expectations — Holding the Meeting — Opening the discussion — Leading the discussion — Providing negative feedback — Actively listening — Wrapping up the discussion — Setting Goals — Looking forward instead of backward.;Contents note continued: Cohesiveness — Accountability — Training Your Team in Six Critical Skills — ch. 2 Strategies for Building Effective Teams — Laying a Solid Foundation — Writing a team-purpose statement — Creating team guidelines — Setting Goals, Not Activities — Making Plans and Assigning Roles — Establishing Team Vision and Values — Writing a team vision statement — Defining core values — Developing Standards and Measurements — Setting team performance standards — Developing standard operating procedures — Deciding what to measure and how to measure it — Building Connections, Creating Cohesiveness — Sharing responsibilities — Putting team guidelines into action — Training and learning together — Working the process so you can process the work — Fostering Accountability — Conducting status review meetings — Reporting results outward and upward — Evaluating team performance — Using peer feedback — Reinforcing Good Performance.;Contents note continued: Opting for goals over dreams — Motivating employees to meet their goals — Challenging your employees enough but not too much — Creating performance goals — Establishing developmental goals — Managing after the Evaluation — Wandering around — Coaching employees tow4rd their goals — ch. 5 Resolving Conflict — Developing a Plan to Resolve Conflict — Preparing the parties for a conversation — Setting up the meeting — Facilitating a Mediation Meeting — Reviewing the ground rules — Giving the participants a chance to present their perspectives — Summarizing what you hear — Creating an agenda — Negotiating Possible Solutions — Encouraging communication — Focusing on values rather than issues — Fostering brainstorming — Asking great questions — Working through resistance — Developing Solutions and Agreements — Recognizing the nonnegotiable elements of a good settlement — Troubleshooting problem areas — Writing it down.;Contents note continued: Reviewing your notes — Conducting a second (or third) round — Hiring the Best (and Leaving the Rest) — Being objective — Trusting your gut — Revisiting the candidate pool — ch. 2 Engaging Your Employees — Understanding the Power of Employee Engagement — Creating a Clear, Compelling Direction — Assessing employees’ understanding of mission and purpose — Modifying strategies to meet goals — Opening Lines of Communication — Employing direct, two-way communication — Exploring communication techniques — Communicating bad news and dealing with rumors — Encouraging Involvement and Initiative — Guiding employee focus — Asking employees for their input and ideas — Involving employees in decision-making — Increasing Employee Autonomy, Flexibility, and Support — Giving employees a say in their own work — Allowing flexible work schedules — Making the most of technology for working remotely — Providing managerial access and support.;Contents note continued: Recognizing the Impact of Listening — Breaking down the listening process — Eradicating patterns that crush listening — Discovering the ways people listen — Putting Active Listening Tools to Work — Drawing out the speaker’s message — Verifying your understanding of the message — What You Say and How You Say It — Communicating with eye contact — Making sure your body talk supports your message — Putting oomph in your voice — Managing your pace — Navigating E-mail Communication — Knowing when to use e-mail — Recognizing when not to use e-mail — Staying on the right track when writing e-mail — ch. 3 Having Critical Conversations — Knowing When It’s Time to Have a Critical Conversation — Avoiding Pitfalls through Preparation — Heading off stress through preparation — Being mentally prepared — Starting with rapport and trust — Keeping Challenging Situations Productive — Righting a wrong — Making tough discussions encouraging.;Contents note continued: Keeping a team on the productive track — Incentives and Other Rewards for Teams — Investing in team incentive pay — Rewarding individual team members: Skill-based pay — Showing you love them in other ways — ch. 1 Laying a foundation for Change — Understanding the Cycle of Change — Moving out of the current state: Using SWOT to recognize a need to change — Defining the desired state: Deciding where you’re headed — Checking out the change formula — Spotting Change Indicators — Assessing Your Organizational Change Readiness — Mapping your stakeholders — Assessing stakeholder readiness — Deciding What Type of Change You Need — Implementing a Tried-and-True Change Model — Recognizing the Call for Leadership — Distinguishing managing and leading — Leading by example — Role Playing: Assuming Different Roles during Change — Sponsoring success — Being a change agent — Serving as an advocate.;Machine generated contents note: About This Book — Foolish Assumptions — Icons Used in This Book — Beyond the Book — Where to Go from Here — ch. 1 Now You’re a Manager — Identifying the Different Styles of Management — Tough guy (or gal) management — Nice guy (or gal) management — The right kind of management — Meeting the Management Challenge — Skipping quick fixes that don’t stick — Partnering with your employees — Being open to new ideas and procedures — Establishing two-way trust — Mastering the New Functions of Management — Energize — Empower — Support — Communicate — Taking the First Steps toward Becoming a Manager — Look and listen — Do and learn — ch. 2 Setting Goals as a Manager — Knowing Where You’re Going — Identifying SMART Goals — Setting Goals: Less Is More — Communicating Your Vision and Goals to Your Team — Juggling Priorities: Keeping Your Eye on the Ball — Using Your Power for Good: Making Your Goals Reality.;Contents note continued: Facilitating Change across Leadership Structures — Glimpsing two common leadership structures — Working with — and adapting — the established leadership structure — ch. 2 Putting Your Plan for Change into Motion — Assembling Your Change Toolbox — Building an inspiring vision — Creating a change road map — Putting together your change team — Creating a Winning Project Plan: What’s Going to Happen — Checking your readiness to launch — Planning to succeed — Looking at the elements of a project plan — The GRPI Model: Getting a grip on how change will happen — Staying focused on what matters most — Leading unexpected change — Assessing and Managing Risk — Knowing your risks — How big? How likely? Analyzing your risks’ probability and consequences — Limiting Our risks — Measuring and Evaluating — Developing benchmarks — Establishing milestones — Keeping an eye on progress — Communicating the Change.;Contents note continued: Creating a Snowball Effect with Small Wins — Structuring-and Organizing Complex Change — Using project management to establish structure — Organizing manageable but complex change — Example of managing complexity: A call center and its merger — Developing organizational knowledge during complex change — Keeping Interest High — Solving problems, not generating them — Breaking out of the annual cycle — Climbing out of chaos: Using a belay system — Embedding Complex Change within the Culture — Controlling what you can — Planning for what you can’t control — Resolving conflict productively: The four As.;Contents note continued: The spokesperson — The coach or team builder — ch. 5 The Process of Leadership — Discovering the Skills of a Leader — Making leadership decisions — Setting a direction — Conducting mediation — Facilitating — Cheerleading — Harnessing Your Strengths and Weaknesses — Cooperating — Listening — Placing others above yourself — Meeting Expectations from All Directions — Mapping out your expectations — Understanding your team’s expectations — Living up to your superiors’ expectations — ch. 1 Hiring: The Million-Dollar Decision — Starting with a Clear Job Description — Defining the Characteristics of Desirable Candidates — Finding Good People — Going through traditional recruiting channels — Leveraging the power of the Internet — Becoming a Great Interviewer — Asking the right questions — Following interviewing do’s — Avoiding interviewing don’ts — Five steps to better interviewing — Evaluating Your Candidates — Checking references.;Contents note continued: Making Decisions as a Team — The five ways that decisions are made — Reaching a true consensus — Selecting the right decision-making tool — Resolving Conflicts on the Team — Using five steps to resolve conflict — Coaching a team to settle conflicts on its own — Serving as the third-party facilitator — Giving Your Meetings New Life — Noting the three stages of a meeting — Taking a minute for the minutes — Performing meeting roles — Holding team meetings for meaningful purposes — Creating agendas — Getting maximum participation — ch. 5 Managing Advanced Team Matters — Managing without Supervisors: Self-Directed Teams — Defining and dissecting a self-directed team — Making the transition to self-directed teams — Building teams to self-manage and grow — Managing Project Teams and Task Teams to Success — Beginning with the essentials for effective project management — Starting a task team on the same page.;Contents note continued: You can’t trust your employees to be responsible — You’ll lose control of a task and its outcome — You’re the only one with all the answers — You can do the work faster by yourself — Delegation dilutes your authority — You relinquish the credit for doing a good job — Delegation decreases your flexibility — Taking the Six Steps to Delegate — Sorting Out What to Delegate and What to Do Yourself — Pointing out appropriate tasks for delegation — Knowing what tasks should stay with you — Keeping delegation on track — Checking Up Instead of Checking Out — Excelling at Leadership Tasks (Even When You Delegate Them to Yourself) — Leading as a follower — Leading when your position is honorary — Leading when you’re not expected to succeed — ch. 1 Encouraging Commitment through Coaching and Mentoring — Getting the Lowdown on Business Coaching — Managing as a coach versus as a doer — Mentoring and developing staff.;Contents note continued: ch. 3 Managing Virtual Employees — Making Room for a New Kind of Employee — Preparing to get virtual — Understanding changes to the office culture — Weighing pros and cons of telecommuting — Managing from a Distance — Increasing your interaction — Providing long-distance recognition — Using the Internet — Managing Different Shifts — ch. 4 Conducting Meetings That Work — Why You Should Toss the Old Meeting Model — Developing Focused Agendas, — Starting with five essentials — Other agenda parts to include as needed — Formatting the agenda — Facilitating a Productive Meeting: Tools and Outcomes — Planning — Summarizing — Recording — Focusing — Stimulating participation — Gatekeeping — Dealing with a few familiar challenges — Juggling act: Facilitating and participating at the same time — ch. 5 Delegating to Get Things Done — Delegating: The Manager’s Best Tool — Seeing Past Myths about Delegation.;Contents note continued: Tuning In to Personal versus Positional Influence — Managing by positional influence — Managing by personal influence — Seeking commitment versus compliance — Maintaining your personal influence under pressure — Managing as a Tone Setter — Coaching Assertively, through Collaboration — Engaging in two-way conversations — Asserting yourself — Holding the pickles, onions, and aggressiveness! — Choosing not to be passive — Testing your collaboration skills — The Five Pillars for Building Commitment — Analyzing an Instance of Poor Coaching — Reviewing the manager’s coaching efforts — Studying the manager’s efforts to affect his employee’s level of commitment — Ascertaining how to, handle corrections for this project — ch. 2 Communicating Effectively — Understanding the Four Approaches to Speaking — The aggressive approach — The nonassertive approach — The passive-aggressive approach — The assertive approach.;Your all-encompassing guide to managing people, projects, and teams Being a manager can be an intimidating and challenging task. Managing involves teaching new skills to employees, helping land a new customer, accomplishing an important assignment, increasing performance, and much more.;Contents note continued: Aligning Technology Change with Results — Matching technology with people, processes, and strategy — Joining the online e-business revolution — Effectively using social media and the next ‘it’ thing — Leveraging Restructuring Changes — Developing your restructuring plan — Identifying the necessary process changes and their impacts — Structuring performance metrics — Organizing Change during Mergers and Acquisitions — Taking change to a new level: combining companies — Following the M & A process — Supporting employees during the M & A process — Handling staffing considerations during a merger or acquisition — Proceeding successfully after the deal is done — Managing Cultural Change — Defining the current culture — Creating successful cultural change — Working with the new culture — ch. 5 When Everything Changes: Working with Complex Change — Getting a Handle on Chaos: When Everything Is Changing at Once.;Contents note continued: Keeping Your Vision Dynamic — ch. 4 Building Your Leadership Skill Set — Taking Stock As You Get Started — Assessing your situation — Doing a personal inventory — Understanding your mission — Getting to know your team — Strengthening Your Leadership Muscles — Using what you have — Responding to situations flexibly — Taking advantage of fortuitous circumstances — Making sense of ambiguous or contradictory messages — Ranking the importance of different elements — Finding similarities in apparently different situations — Drawing distinctions between seemingly similar situations — Putting concepts together in new ways — Coming up with novel ideas — Communicating with skill — Modeling Great Leadership Behaviors — Drive — A sense of urgency — Honesty — Good judgment — Dependability — Trust — Encouraging a learning environment — Grasping the Roles Leaders Play — The truth seeker — The direction setter — The agent from C.H.A.N.G.E.;Contents note continued: Getting the Most Out of Company Networks — ch. 1 Tapping into the Brain of a Leader — Harnessing Multiple Intelligences — The temporal intelligences — The spatial intelligences — The personal and social intelligences — Assessing and Applying Your Emotional Intelligence — Grasping the role of emotions — Becoming self-aware — Motivating yourself to move toward goals — Recognizing emotions in others — Modeling the emotion you want to see — Dealing with out-of-control emotions — Thinking Your Way to the Top: Decision Making — Calling on your head and heart to make better decisions — The frontal lobe: CEO of your brain — Maxing your working memory — ch. 2 Training and Developing Leadership Brains — Holding Sticky Training Sessions — Determining where you are and where you want to go — Organizing and presenting information — Moving from concrete to abstract information — Creating Memories That Stick — Using movement to enhance learning.;Contents note continued: Calling on pictures to tell the story — Offering feedback — Redesigning Brains: Helping Employees Train for Change — Breaking habits, changing networks — Reinforcing changes — Dealing with minds that are difficult to change — Conducting Meetings That Matter — Creating continuity — Sharing control — Soliciting feedback s — Getting your message across — Keeping the conversations going — ch. 3 Developing a Vision — The Origins and Benefits of Visions — Mapping where visions come from — Establishing a standard Of excellence — Staying ahead of the game — Linking the present to the future — Developing a Doable Dream — Eliminating the luck factor — SWOTing your staff — Creating-More than an Idea — Assembling a team — Moving from an idea to a plan — Staying realistic — Using Vision to Harness Opportunities — Spotting an opportunity — Searching out an opportunity — Creating an atmosphere in which ideas flourish.;Contents note continued: ch. 3 Developing Tools for Productive Team Players — Making Active Listening a Part of Your Team Process — Opening the door to a good conversation — Drawing out a speaker with probing questions — Reflecting a speaker’s feelings — Paraphrasing to capture the content — Combining reflection with paraphrasing — Dodging pitfalls — Speaking So That People Listen — and Get Your Point — Changing old speaking habits — Adopting an assertive speaking approach — Using nonverbal tools of assertive speaking — Speaking in the positive — Planning for Success and Working Your Plan — Understanding what you need to plan — Making plans, step by step — Living the plan — Solving Problems (Rather than Making Them Worse) — Avoiding the pitfalls — Revving up your problem-solving machine — Brainstorming — Developing Ideas and Getting to Solutions — Making space for ideas — Guiding discussions — Voting for winners — ch. 4 Working Productively with Teams.;Contents note continued: Answering the three big change questions — Developing an ideal communication style during change — Communicating across differences — ch. 3 Making Change Stick — Getting Employees on Board and Keeping Them Motivated — Building trust — Overcoming the negative impact of past change efforts — Dealing with cynicism toward future change — Empowering employees to change — Dealing with the Challenges of Change — Addressing common people problems — Becoming a change facilitator — Working through disruption problems — Managing stress levels — Assessing Your Progress and Acting Accordingly — Using the transition model checklist — Celebrating milestones — Maintaining mid-change interest — Bouncing back from failure — Building the Structures to Make Change Last — Creating useful performance measures — Aligning resources to the new way — Leading the after-change review — ch. 4 Applying Change Strategies in Specialized Circumstances.;Contents note continued: Concluding the Meeting with Optimism — Settlement — Interim agreements — No settlement — ch. 1 Putting Together a Strong Business Team — Giving ‘Team’ a Business Meaning — Telling the Difference between Work Groups and Teams — Dependent-level work groups — Independent-level work groups — Interdependent-level work groups — How Teams Help Managers to Manage — Introducing the Most Common Types of Teams — Looking Before You Leap: Factors to Consider in Adopting Teams — Factors to consider at the organizational level — Factors to consider at the manager level — Factors to consider at the team member level — The Terrible Twenty: Why Teams Sometimes Struggle — Spotting — and Soothing — Resistance — Cultural orientation — the rugged individualist — Limited or poor experience with teams — Success as a solo — Fear of change — Winning Them Over — Introducing the Three Cornerstones: Focus, Cohesiveness, and Accountability — Focus.

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ترجمه ماشینی :

یادداشت مطالب ادامه داد: چ. 3 پذیرش مسئولیت اجتماعی شرکت — درک شیوه های مسئولیت پذیر اجتماعی — پی بردن به اینکه چگونه می توانید CSR را به کار بگیرید — بهره مندی از مزایای خالص شیوه های مسئولیت پذیر اجتماعی — توسعه استراتژی CSR برای اجرا — ارزیابی جنبه سیاسی محل کار شما — ارزیابی خود محیط سیاسی سازمان — شناسایی بازیگران کلیدی — ترسیم مجدد نمودار سازمانی — انجام کار درست: اخلاق و شما — تعریف اخلاق در کار — ایجاد کد اخلاقی — بررسی یک کد اخلاقی نمونه — ایجاد انتخاب های اخلاقی هر روز — فصل. 4 مدیریت با فناوری — سنجیدن مزایا و معایب فناوری در محیط کار — پیشرفت به لطف اتوماسیون — بهبود کارایی و بهره وری — برداشتن گام هایی برای خنثی کردن موارد منفی — استفاده از فناوری به نفع شما — کسب و کار خود را بشناسید — ایجاد یک مزیت رقابتی فناوری — توسعه یک برنامه — دریافت کمک – دنبال کردن برای موفقیت — فصل. 4 انجام ارزیابی عملکرد — جمع آوری و تجزیه و تحلیل ارزش اطلاعات یک سال — انجام تکالیف — تکمیل فرم ارزیابی — تعیین رتبه کلی — مدیریت برداشت های نادرست شما — غلبه بر تعصبات و کلیشه ها — بازاندیشی در مورد “درست مثل من” – تشخیص افکت هاله – نادیده گرفتن اثر شاخ – فراتر از برداشت های اولیه – تنظیم مرحله برای ارزیابی – شناسایی اهداف شما – تهیه دستور کار – نوشتن نظرات ظریف شما – آوردن داده ها – تنظیم انتظارات مثبت — برگزاری جلسه — باز کردن بحث — رهبری بحث — ارائه بازخورد منفی — گوش دادن فعال — پایان دادن به بحث — تعیین اهداف — نگاه به جلو به جای عقب. — پاسخگویی — آموزش تیم خود در شش مهارت حیاتی — فصل. 2 استراتژی برای ایجاد تیم های موثر — ایجاد یک پایه محکم — نوشتن بیانیه هدف تیم — ایجاد دستورالعمل های تیم — تعیین اهداف ، نه فعالیت ها — برنامه ریزی و تعیین نقش — ایجاد چشم انداز و ارزش های تیم — نوشتن یک بیانیه چشم انداز تیم — تعریف ارزش های اصلی — تدوین استانداردها و اندازه گیری ها — تنظیم استانداردهای عملکرد تیم — تدوین رویه های عملیاتی استاندارد — تصمیم گیری برای اندازه گیری و نحوه اندازه گیری آن — ایجاد ارتباطات، ایجاد انسجام — به اشتراک گذاری مسئولیت ها — اجرای دستورالعمل‌های تیم – آموزش و یادگیری با هم – کار کردن با فرآیند به طوری که بتوانید کار را پردازش کنید – تقویت مسئولیت‌پذیری – برگزاری جلسات بررسی وضعیت – گزارش نتایج به سمت بیرون و بالا – ارزیابی عملکرد تیم – استفاده از بازخورد همتایان – – تقویت عملکرد خوب. یادداشت مطالب ادامه داد: انتخاب اهداف به جای رویاها – ایجاد انگیزه در کارکنان برای رسیدن به اهدافشان – به چالش کشیدن کارمندان به اندازه کافی اما نه بیش از حد – ایجاد اهداف عملکرد – ایجاد اهداف توسعه – مدیریت پس از ارزیابی – – سرگردانی – آموزش کارکنان به سمت چهارمین اهدافشان – فصل. 5 حل تعارض — تهیه طرحی برای حل تعارض — آماده سازی طرفین برای گفتگو — راه اندازی جلسه — تسهیل جلسه میانجیگری — بررسی قوانین اساسی — دادن فرصتی به شرکت کنندگان برای ارائه دیدگاه های خود — خلاصه کردن آنچه می شنوید — ایجاد یک دستور کار — مذاکره برای راه حل های ممکن — تشویق ارتباطات — تمرکز بر ارزش ها به جای مسائل — تقویت طوفان فکری — پرسیدن سؤالات عالی — کار از طریق مقاومت — توسعه راه حل ها و توافقات — شناخت عناصر غیرقابل مذاکره یک حل و فصل خوب — عیب یابی نواحی مشکل — نوشتن آن — اعتماد به دل خود — بازدید مجدد از مجموعه نامزدها — فصل. 2 مشارکت دادن کارکنان — درک قدرت مشارکت کارکنان — ایجاد یک ج

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