Xem 1-20 trên 279 kết quả Great management
  • Great management is difficult to see as it occurs. It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.

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  • Bonuses can be a great motivation tool, even for employees of the smallest business. They can also be a waste of money. How they are planned and administered makes the difference. Properly administered bonuses can reinforce behavior that will lead your company to success by rewarding.

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  • In this brief story, we present you with a great deal of what we have learned from our studies in medicine and in the behavioral sciences about how people work best with other people. By “best,” we mean how people produce valuable results, and feel good about themselves, the organization and the other people with whom they work.

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  • Customer relationship management (CRM) strategies have become increasingly important worldwide due to changes in expectations from customers as well as changes in the nature of markets. This book puts forth a conceptualization that attempts to not only outline CRM’’s domain but also to reconcile the divergent perspectives found in the academic and popular literature. Readers can see through measurable data-containing examples how the theory is applied with great success by various real-life examples....

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  • Working out where great ideas come from is one of the big puzzles of modern management. Corporate research laboratories and in-house product development groups are only part of the answer. Innovative products and processes can come from start-ups, competitors, university campuses and ordinary employees.

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  • Chapter 2 PROJECT SCOPE. Project scope is the description of what the project will produce. Starting at the beginning with project initiation, the project team builds the project information step by step. According to the PMBOK®.Guide, the processes related to Scope Management are The steps are as follows: 1. 2. 3. 4. 5. Great Idea Project Charter Scope Description Scope Management Plan Work Breakdown Structure 26 Project Scope Once all of these steps have been completed, the team will have a solid description of the scope.

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  • Tham khảo sách 'eat that frog! 21 great ways to stop procrastinating and get more done in less time', kỹ năng mềm, kỹ năng quản lý phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • The Mekong River is one of the few great, largely unregulated rivers of the world. Its Delta is both agriculturally and aquatically highly productive and a major contributor to the region’s food production and export earnings. Water and land issues of the Delta must be considered as integral with those of the Mekong Basin as a whole. A majority of the Mekong Basin’s 60 million, ethnically diverse peoples rely on the River’s aquatic resources and rice production for their subsistence. For many, 40 to 60% of their protein intake is from fish from the Mekong.

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  • G reat People Decisions will help you improve your personal competence at hiring and promoting great people. Literally, nothing is more important. For almost every manager, personal success grows directly out of the ability to choose the right people for his or her team. But making key appointments is hard. Few people get any formal training in this all-important activity, and no comprehensive tools exist to make up for that lack of training.

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  • Well into the swiftly approaching millennium, project management will continue to be a highly desired skill in the midst of great change. Because rigid organizational boundaries and responsibilities have blurred and new technologies are changing the ways of doing business, results must be delivered more quickly and accurately than ever before. These circumstances call for people who can deal with ambiguity and time pressures while simultaneously accomplishing project goals—in other words, people who display excellence in project management....

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  • Other titles in the Briefcase Books series include: Customer Relationship Management by Kristin Anderson and Carol Kerr Communicating Effectively by Lani Arredondo Performance Management by Robert Bacal Recognizing and Rewarding Employees by R. Brayton Bowen Six Sigma for Managers by Greg Brue Motivating Employees by Anne Bruce and James S. Pepitone Leadership Skills for Managers by Marlene Caroselli Effective Coaching by Marshall J. Cook Conflict Resolution by Daniel Dana Project Management by Gary R. Heerkens Managing Teams by Lawrence Holpp Hiring Great People by Kevin C.

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  • It was just a few decades ago, in the 1950s, that modern project management was first seen as an individual subject within the area of economic sciences. Centuries back, so-called “projects” were finished successfully, e.g. the building of the aqueducts in Roman times or the construction of the Great Wall in China, but these projects were managed more on an ad-hoc basis mostly using informal techniques and tools.

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  • While the problem of 1929 has long been of interest to myself as well as most Americans, my attention was first specifically drawn to a study of the Great Depression when Mr. Leonard E. Read, President of the Foundation for Economic Education, asked me, some years ago, to prepare a brief paper on the subject. I am very grateful to Mr. Read for being, in this way, the sparkplug for the present book. Having written the article, I allowed the subject to remain dormant for several years, amid the press of other work. At that point, on the warm encouragement of Mr. Richard C.

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  • Working with friends is always a pleasure, but commenting on an outstanding product of friends is a greater pleasure. I have known Professors Aman Khan and W. Bartley Hildreth for many years. I now even occupy the same position at LSU that Professor Hildreth previously occupied. Over those years, I worked with them on several projects and found a great deal of joy in contributing with them to an improving literature of public budgeting and financial management.

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  • Well into the swiftly approaching millennium, project management will continue to be a highly desired skill in the midst of great change. Because rigid organizational boundaries and responsibilities have blurred and new technologies are changing the ways of doing business, results must be delivered more quickly and accurately than ever before. These circumstances call for people who can deal with ambiguity and time pressures while simultaneously accomplishing project goals—in other words, people who display excellence in project management....

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  • I gratefully acknowledge the support and contributions of people who have in some way helped me write this book. To begin with, my parents, Gene and Dee Donnelly, inspired me to become a veterinarian, and I decided early on to follow that career path in my father’s footsteps. My parents instilled in me a passion for client service and the human-pet bond; they taught me perseverance and gave me a great many opportunities that have helped me succeed in life.

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  • The software, and knowledge industry in general, has been on a blazing growth path in the last few decades and especially so in India. As the size of organizations grew rapidly, so did the need for managers to manage a growing business and growing teams. As a result, most managers in the software industry today started out as techies, including me. I was lucky to have learned from some of the best managers, but also some not so great ones. Regardless, there is a lot of catching up that new managers need to do...

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  • Nobody likes to think that they make mistakes Making changes means talking about past mistakes – and admitting that they are mistakes! You may make a great case for change, and still fail to convince people to do it. Because change is uncomfortable, people in organizations will resist it. Project managers who try to change their organizations run into several common excuses when trying to implement tools, techniques and practices.

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  • The Wisdom of Great Investors Avoid Self-Destructive Investor Behavior Understand That Crises Are Inevitable Don’t Attempt to Time the Market Be Patient Don’t Let Emotions Guide Your Investment Decisions Recognize That Short-Term Underperformance Is Inevitable Disregard Short-Term Forecasts and Predictions Conclusion Summary

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  • Whether you're a designer, programmer, manager, or marketer, Tapworthy teaches you to "think iPhone" and helps you ask the right questions -- and get the right answers -- throughout the design process. You'll explore how considerations of design, psychology, culture, ergonomics, and usability combine to create a tapworthy app. Along the way, you'll get behind-the-scenes insights from the designers of apps like Facebook, USA Today, Twitterrific, and many others.

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