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[null,"1.","Record Nr.",null,"UNINA9910446257303321"]
[null,null,"Titolo",null,"Immagini dell'altro : identità e diversità a confronto / A. Fabris... [et al.] ; a cura di Flavia Monceri"]
[null,null,"Pubbl/distr/stampa",null,"Roma, : Lavoro, 2006"]
[null,null,"ISBN",null,"88731176X"]
[null,null,"Descrizione fisica",null,"247 p. ; 18 cm"]
[null,null,"Collana",null,"I grandi piccoli ; 46"]
[null,null,"Disciplina",null,"155.2"]
[null,null,"Locazione",null,"BFS"]
[null,null,"Collocazione",null,"155.2 FAB 2"]
[null,null,"Lingua di pubblicazione",null,"Italiano"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,"2.","Record Nr.",null,"UNINA9910818315903321"]
[null,null,"Autore",null,"Van Gorder Chris"]
[null,null,"Titolo",null,"The frontline leader : building a high-performance organization from the ground up / / Chris Van Gorder"]
[null,null,"Pubbl/distr/stampa",null,"San Francisco, California : , : Jossey-Bass, , 2015"]
[{"$nulls":4},"©2015"]
[null,null,"ISBN",null,"1-118-93335-4"]
[null,null,"Descrizione fisica",null,"1 online resource (208 p.)"]
[null,null,"Classificazione",null,"BUS071000"]
[null,null,"Disciplina",null,"658.4/092"]
[null,null,"Soggetti",null,"Leadership"]
[{"$nulls":4},"Corporate culture"]
[{"$nulls":4},"Communication in organizations"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Includes index."]
[null,null,"Nota di contenuto",null,"Cover; Title Page; Copyright; Contents; Acknowledgments; Introduction; Chapter 1 Know Your People; Fly-Bys Don't Count; Roll Up Your Sleeves and Get Dirty; Do Your Dance; Make It Real with Questions and Answers; Stay Accessible; Keeping Employees Current; Be Yourself; The Job Never Ends; Taking Action; Chapter 2 Get Outside Yourself; See Yourself as a Trainee Again; Engage Even More Deeply; Lean on Your Partners; Build a Team Early; \"We,\" Not \"I\"; Love Your People; Taking Action; Chapter 3 The Credibility Factor; Make It Visible and Meaningful; Act Repeatedly; Help Is on the Way"]
[{"$nulls":4},"Taking ActionChapter 4 Tell Stories; Talk About the Front Line; Tell Your Own Stories; Use Your Storytelling Skills to Explain; Invite Employees to Tell Stories Too; Getting Inspired Together; Taking Action; Chapter 5 Create a Culture of Advocacy; Manage Down; Give Employees a Voice; Take Employee Feedback Seriously; Empower Employees to Assist in Change; Give People the Tools They Need to Succeed; Raise the Bar; Taking Action; Chapter 6 Take Care of the \"\"Me\"\"; Commit to a Philosophy, Not a Policy; Stick with the Philosophy in Tough Times; Create Structures That Support \"No Layoffs\""]
[{"$nulls":4},"Care for People Beyond the WorkplaceGive More, Get More; Taking Action; Chapter 7 Hold People Accountable; Make Leaders Formally Accountable; Create Your Own Standards; Spread the Gospel of Accountability; Lay Down the Law; Provide Resources; Reward Good Performance; Spiraling Upward; Taking Action; Chapter 8 Build Loyalty "]
[{"$nulls":4},"and Engagement from the Middle; Develop Middle Managers Yourself; Let Managers Lead; Get Personal; Share the Power-and the Credit; Taking Action; Chapter 9 Bring People Together; Bridge Information Gaps; Mobilize Collaboration Proactively"]
[{"$nulls":4},"Engender Collaboration Proactively Throughout the RanksTake Your Time; Taking Action; Chapter 10 Ask \"\"What If?\"\"; Make Contingency Planning a Way of Life; Address Big-Picture Threats; Rally Your People; Always Fall Up; Taking Action; Conclusion; Notes; About the Author; Index; More from Wiley; EULA"]
[null,null,null,"Sommario/riassunto","Real leadership that leads to high engagement, higher performance, and a culture of accountability As president and CEO of Scripps Health, one of America''s most prestigious health systems, Chris Van Gorder presided over a dramatic turnaround, catapulting Scripps from near bankruptcy to a dominant market position. While hospitals and health systems nationwide have laid people off or are closing their doors, Scripps is financially healthy, has added thousands of employees (even with a no-layoff philosophy), and has developed a reputation as a top employer. What are the secrets to this remarkabl"]