03578nam 2200613Ia 450 991045494700332120200520144314.01-282-41835-197866124183580-313-07253-1(CKB)1000000000821244(EBL)497526(OCoLC)646068744(SSID)ssj0000361589(PQKBManifestationID)11249092(PQKBTitleCode)TC0000361589(PQKBWorkID)10352699(PQKB)11068075(MiAaPQ)EBC497526(Au-PeEL)EBL497526(CaPaEBR)ebr10362889(CaONFJC)MIL241835(EXLCZ)99100000000082124420030702d2003 uy 0engur|n|---|||||txtccrThe indispensable staff manager[electronic resource] a guide to accountable, effective staff leadership /John F. WalshWestport, Conn. Praeger20031 online resource (360 p.)Includes index.1-56720-636-0 Contents; Preface; Acknowledgments; 1. Framing the World of Staff; 2. Line Management versus Staff Management-So What Is the Problem?; 3. The Consequences of Not Understanding Staff's Role and Position in the Power Structure; 4. Building a Foundation of Trust and Confidence with Line Management; 5. A Process for Designing, Planning, and Implementing Staff Operations; 6. Aligning with Senior Management; 7. Setting the Staff Mission; 8. Setting the Five-Year Vision; 9. Establishing Annual Goals; 10. Conducting a Situational Analysis; 11. Creating Strategies; 12. Establishing Tasks13. Structuring Staff Resources14. Processes and Measurement Systems; 15. Determining the Staff Personnel; 16. Creating a Motivation System; 17. Building a Department Culture and Climate; 18. Putting It All Together-A Sample Strategic Organizational Plan; 19. Marketing and Selling a Strategic Organization Plan; Appendix A. Environmental Scan; Appendix B. Personal Scan; Appendix C. Strategic Organizational Planning Model; Appendix D. Survey of Department Perceptions; Appendix E. Staff Philosophies; Appendix F. Staff PeopleAppendix G. Sample Survey to Determine Effectiveness of Management SupportAppendix H. Terms; IndexThe tools provided here, including a Strategic Organizational Planning Process (SOPP) model, can be used to foster a dynamic change in how staffs are trained, developed, managed, and led. The results of successfully implementing these changes include productivity gains without additional capital expenditures, a more satisfied workforce, lower turnover costs, and a more effective relationship between management and staff.||In today's organizations, staffs are undervalued, misdirected, misunderstood, disrespected, and undereducated businesspeople. They are often ignorant of what their true role Line and staff organizationHandbooks, manuals, etcManagementHandbooks, manuals, etcPersonnel managementHandbooks, manuals, etcElectronic books.Line and staff organizationManagementPersonnel management658.3Walsh John F.1936-873650MiAaPQMiAaPQMiAaPQBOOK9910454947003321The indispensable staff manager1950342UNINA