Managing people

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  • Solid waste management generates big challenges for society due to its large variability in production and composition, and because of its sanitary and environmental impacts. To contribute in facing this situation, this book includes a worldwide overview of experiences and conceptual and technical developments attained through research and development projects. In addition to minimizing generation, considered as the most desirable practice, it includes alternatives of valuation for potentially recoverable waste and strategies to reduce final conditioning and disposition risks.

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  • Most people work in order to earn their living.  They produce goods and services.  Goods are either produced on farms, like maize and milk, or in factories, like cars and paper. Services are provided by such things as schools, hospitals and shops. Some people provide goods; some provide services. Other people provide both goods and services. For example, in the same garage, a man may buy a car, or he may buy some service which helps him to maintain his car.

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  • This book shouldn’t be unusual, but it is. It should have been written a long time ago, but it wasn’t. All books on business process management should be similar to it, but they aren’t. Books that purport to tell people in organizations how to do something should be this clear, but they seldom are. Process management should have already been demystified, but it hasn’t been.

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  • Most people work in order to earn their living. They produce goods and services. Goods are either produced on farms, like maize and milk, or in factories, like cars and paper. Services are provided by such things as schools, hospitals and shops.

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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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  • Human resources alignment means integrating decisions about people with decisions about the results an organization is trying to obtain. By integrating human resources management (HRM) into the agency planning process, emphasizing human resources (HR) activities that support broad agency mission goals, and building a strong relationship between HR and management, agencies are able to ensure that the management of human resources contributes to mission accomplishment and that managers are held accountable for their HRM decisions.

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  • Chapter 4: Human Resources Management. H uman resources management is required to make the most efficient use of the project human resources. This includes all of the people involved in the project—the stakeholders, sponsors, customers, other departments, the project team, subcontractors, and all others. Organizational planning involves the organizing of the human resources. These are the roles, responsibilities, and relationships of the people that are on the project team. As in all things in project management, human resources management takes place throughout the project.

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  • The One Minute Manager is an easily read story which quickly shows you three very practical management techniques. As the story unfolds, you will discover several studies in medicine and the behavioral sciences which help you to understand why these apparently simple methods work so well with so many people. By the book’s end you will also know how to apply them to your own situation.

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  • Performance management is a strategic and integrated process that delivers sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of individual contributors and teams. Apart from any fair dealing for the purposes of research or private study,or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means,with the prior permission in writing of the publishers.........

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  • Each one of us have a role to play in meeting the challenge of improving our HRM practices and maintaining a dynamic and progressive approach to managing people. This Guide to Human Resource Management not only encapsulates the vision and guiding principles of how we intend to manage people in the future, but also provides a practical tool to assist us all in realizing that vision.

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  • The fact is that we still clearly have a need for good managers —people who are able to effectively plan, organize, direct and control. We also have a great need for leaders inside organizations— people who inspire, motivate, and develop others. And we need leaders at all levels in our organization, not just at the top. The old adage that we manage things and lead people applies here, albeit with a slight revision—the need is to successfully manage projects and activities while simultaneously leading people effectively......

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  • This book moves to the next stage, to focus on the people-the knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and act-in general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage.

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  • Human resources alignment means integrating decisions about people with decisions about the results an organization is trying to obtain. By integrating human resources management (HRM) into the agency planning process, emphasizing human resources (HR) activities that support broad agency mission goals, and building a strong relationship between HR and management, agencies are able to ensure that the management of human resources contributes to mission accomplishment and that managers are held accountable for their HRM decisions...

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  • The first edition of Managing Quality sold well and the second and third editions sold even more copies which, according to the publisher, is unusual for a book of this type. The fourth edition builds on the success of these previous editions. In the book the term total quality management (TQM) is used to describe the process of transformation by which all parts of the organization have a focus on quality with the ultimate objective of customer satisfaction and delight.

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  • This study guide provides an overview of the most important topics and current debates covered in Human Resource Management (HRM) field at undergraduate level. Its aim is to help students in their understanding of what HRM is, how it functions in organizational settings, why people are important as organizational resources and how this resource can be effectively managed in the 21st Century. The guide concentrates on the basics of organisational behaviour and Human Resource Management.

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  • The Harvard Business Essentials Series The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Drawing on content from Harvard Business School Publishing and other sources, these concise guides are carefully crafted to provide a highly practical resource for readers with all levels of experience.To assure quality and accuracy, each volume is closely reviewed by a specialized content adviser from a world-class business school.

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  • It has always fascinated me how energetic, passionate, and in some cases fanatical people get over a topic like performance management and cost management. Over the years I have seen discussions that could have doubled as death matches over whether you should use a verb/noun description of an activity in an ABC model. I have always tried to boil it down to something simple. To me, performance management is optimizing your organization’s performance.

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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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  • Much of the effort of the people on a project, and certainly the use of resources, including funds, are directed toward ensuring that the project is designed to achieve the desired outcome and be completed as scheduled in an appropriate manner.

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