02199nam 2200541Ia 450 991082206170332120200520144314.0981-261-911-9(CKB)1000000000578571(EBL)433488(OCoLC)609835308(SSID)ssj0000829742(PQKBManifestationID)11932260(PQKBTitleCode)TC0000829742(PQKBWorkID)10798457(PQKB)10466750(MiAaPQ)EBC433488(Au-PeEL)EBL433488(CaPaEBR)ebr10515530(PPN)170246892(EXLCZ)99100000000057857120111102d2005 uy 0engur|n|---|||||txtccrManaging in discomfort zone[electronic resource] /Patrick ForsythSingapore Marshall Cavendishc20051 online resource (104 p.)Description based upon print version of record.981-261-192-4 Cover; Dedication; CONTENTS; Foreword; Preface; Introduction; Chapter 1; Chapter 2; Chapter 3; Afterword; Acknowledgements; About the authorWhy is it that effective action is so often difficult to take? How do you make it work when you do take it? Human nature tends to make action difficult - or make it more likely to be delayed or be done half-heartedly (with subsequent negative impact on results). There are so many unpleasant issues to be faced, such as firing people or dealing with poor or unacceptable behaviour and performance; tackling sensitive issues such as bullying and discrimination; and handling awkward or embarrassing situations like networking or prospecting. Too often, managers and others find themselves in the 'discManagementWork environmentManagement.Work environment.330658Forsyth Patrick116235MiAaPQMiAaPQMiAaPQBOOK9910822061703321Managing in discomfort zone4058903UNINA