LEADER 03578nam 2200613Ia 450 001 9910454947003321 005 20200520144314.0 010 $a1-282-41835-1 010 $a9786612418358 010 $a0-313-07253-1 035 $a(CKB)1000000000821244 035 $a(EBL)497526 035 $a(OCoLC)646068744 035 $a(SSID)ssj0000361589 035 $a(PQKBManifestationID)11249092 035 $a(PQKBTitleCode)TC0000361589 035 $a(PQKBWorkID)10352699 035 $a(PQKB)11068075 035 $a(MiAaPQ)EBC497526 035 $a(Au-PeEL)EBL497526 035 $a(CaPaEBR)ebr10362889 035 $a(CaONFJC)MIL241835 035 $a(EXLCZ)991000000000821244 100 $a20030702d2003 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe indispensable staff manager$b[electronic resource] $ea guide to accountable, effective staff leadership /$fJohn F. Walsh 210 $aWestport, Conn. $cPraeger$d2003 215 $a1 online resource (360 p.) 300 $aIncludes index. 311 $a1-56720-636-0 327 $aContents; 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 Tasks 327 $a13. 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 People 327 $aAppendix G. Sample Survey to Determine Effectiveness of Management SupportAppendix H. Terms; Index 330 $aThe 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 606 $aLine and staff organization$vHandbooks, manuals, etc 606 $aManagement$vHandbooks, manuals, etc 606 $aPersonnel management$vHandbooks, manuals, etc 608 $aElectronic books. 615 0$aLine and staff organization 615 0$aManagement 615 0$aPersonnel management 676 $a658.3 700 $aWalsh$b John F.$f1936-$0873650 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910454947003321 996 $aThe indispensable staff manager$91950342 997 $aUNINA