LEADER 02196nam  2200553Ia 450 
001 9910822061703321
005 20200520144314.0
010   $a981-261-911-9
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035   $a(PQKBTitleCode)TC0000829742
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035   $a(EXLCZ)991000000000578571
100   $a20111102d2005      uy         0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aManaging in discomfort zone /$fPatrick Forsyth
205   $a1st ed.
210   $aSingapore $cMarshall Cavendish$dc2005
215   $a1 online resource (104 p.)
300   $aDescription based upon print version of record.
311   $a981-261-192-4 
327   $aCover; Dedication; CONTENTS; Foreword; Preface; Introduction; Chapter 1; Chapter 2; Chapter 3; Afterword; Acknowledgements; About the author
330   $aWhy 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 'disc
606   $aManagement
606   $aWork environment
615  0$aManagement.
615  0$aWork environment.
676   $a330
676   $a658
700   $aForsyth$b Patrick$0116235
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910822061703321
996   $aManaging in discomfort zone$94058903
997   $aUNINA