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Coaching star performers : reframing negative drivers and feelings using the courageous coaching BUILD-RAISE Model / / Chris Edger
| Coaching star performers : reframing negative drivers and feelings using the courageous coaching BUILD-RAISE Model / / Chris Edger |
| Autore | Edger Chris |
| Pubbl/distr/stampa | Oxfordshire : , : Libri Publishing, , 2019 |
| Descrizione fisica | 1 online resource (54 pages) |
| Disciplina | 658.3124 |
| Soggetto topico |
Employees - Coaching of
Organizational learning - Management |
| ISBN | 1-911450-36-0 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Intro -- Imprint -- About the Author -- Contents -- Figures -- 1. INTRODUCTION -- 2. THE CHARACTERISTICS OF STAR PERFORMERS -- 3. THE PHILOSOPHY AND KEY QUALITIES OF THE COURAGEOUS COACH -- 4. REFRAMING AND MAGIC QUESTIONS FOR COACHING STAR PERFORMERS -- 5. COACHING STAR PERFORMERS USING THE BUILD-RAISE COACHING MODEL -- 6. Case Study - The Star Performer BUILD-RAISE Coaching Conversation (Reframing Negative Drivers and Feelings) -- 7. Summary and 26 Key Insights -- Bibliography and Further Reading. |
| Record Nr. | UNINA-9910793500003321 |
Edger Chris
|
||
| Oxfordshire : , : Libri Publishing, , 2019 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Coaching star performers : reframing negative drivers and feelings using the courageous coaching BUILD-RAISE Model / / Chris Edger
| Coaching star performers : reframing negative drivers and feelings using the courageous coaching BUILD-RAISE Model / / Chris Edger |
| Autore | Edger Chris |
| Pubbl/distr/stampa | Oxfordshire : , : Libri Publishing, , 2019 |
| Descrizione fisica | 1 online resource (54 pages) |
| Disciplina | 658.3124 |
| Soggetto topico |
Employees - Coaching of
Organizational learning - Management |
| ISBN | 1-911450-36-0 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Intro -- Imprint -- About the Author -- Contents -- Figures -- 1. INTRODUCTION -- 2. THE CHARACTERISTICS OF STAR PERFORMERS -- 3. THE PHILOSOPHY AND KEY QUALITIES OF THE COURAGEOUS COACH -- 4. REFRAMING AND MAGIC QUESTIONS FOR COACHING STAR PERFORMERS -- 5. COACHING STAR PERFORMERS USING THE BUILD-RAISE COACHING MODEL -- 6. Case Study - The Star Performer BUILD-RAISE Coaching Conversation (Reframing Negative Drivers and Feelings) -- 7. Summary and 26 Key Insights -- Bibliography and Further Reading. |
| Record Nr. | UNINA-9910821019503321 |
|
Edger Chris
|
||
| Oxfordshire : , : Libri Publishing, , 2019 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Effective multi-unit leadership [[electronic resource] ] : local leadership in multi-site situations / / Chris Edger
| Effective multi-unit leadership [[electronic resource] ] : local leadership in multi-site situations / / Chris Edger |
| Autore | Edger Chris |
| Pubbl/distr/stampa | Burlington, Vt., : Gower, c2012 |
| Descrizione fisica | 1 online resource (329 p.) |
| Disciplina | 658.4/092 |
| Soggetto topico |
Leadership
Management |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-317-14554-2
1-317-14553-4 1-283-57240-0 9786613884855 1-4094-2433-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Contents; List of Figures; Abbreviations; About the Author; Acknowledgements; CONTEXT OF THE MULTI-UNIT ENTERPRISE; 1 Introduction; 1.1 Why Multi-Unit Leaders?; 1.2 What is the Multi-Unit Enterprise?; 1.3 History of the Multi-Unit Enterprise; 1.4 Disruptive Forces; 1.4.1 On-Line; Threat or Opportunity?; 1.4.2 Changing Consumer Expectations; 1.4.3 Economic Conditions; 1.4.4 Disruptive Effects; 1.5 Challenges of the Multi-Unit Firm; 1.5.1 Optimising Unit-Based Human Capital; 1.5.2 Consistency of Standards; 1.5.3 Standardisation versus Customisation
1.5.4 Format and Channel Proliferation 1.5.5 Centre versus Local Tensions; 1.6 The Multi-Unit Leader (MUL); 1.6.1 History of the Role; 1.6.2 Previous Research; 1.7 A Model of Effective Multi-Unit Leadership; 1.7.1 Research and Methodology; 1.7.1.1 Data collection; 1.7.1.2 Data analysis; 1.7.2 Conceptual Model of Effective MUL; 1.7.2.1 Drivers and clusters; 1.7.2.2 Critical dependencies; 1.7.2.3 Theoretical underpinning; 1.7.3 Book Structure and Arguments; 2 Strategic Responses to Disruption; 2.1 Mediating Factors; 2.1.1 Ownership Type; 2.1.2 Service Firm Life Cycle 2.1.3 Adaptive Expert Leadership 2.2 Strategic Responses; 2.2.1 Cost Leadership; 2.2.1.1 Supply chain efficiencies; 2.2.1.2 Labour efficiencies; 2.2.1.3 Site, plant and building efficiencies; 2.2.1.4 Operational efficiencies; 2.2.1.5 Promotions and sales efficiency; 2.2.2 Differentiation; 2.2.2.1 Amenity and experience; 2.2.2.2 Product distinctiveness; 2.2.2.3 Customer promise and service; 2.2.3 Value; 2.2.3.1 Results-based solutions; 2.2.3.2 Process quality; 2.2.3.3 Price; 2.2.3.4 Customer access costs; 2.3 Organisational Design; 2.3.1 Best Practice Design Principles 2.3.1.1 Alignment mechanisms 2.3.1.2 Gates and 'filtration' processes; 2.3.1.3 Feedback and insight loops; 2.3.1.4 Re-set mechanisms; 2.3.1.5 Rapid decision forums; 2.3.1.5 Talent planning processes; 2.3.2 Operational Roles; 2.3.2.1 Unit managers; 2.3.2.2 Area/District/Regional managers (MULs); 2.3.2.3 Regional/Zone director; 2.3.2.4 Divisional/Managing directors; 2.4 Internationalising Multi-Unit Enterprises; 2.4.1 Why Internationalise?; 2.4.1.1 Diversification and growth; 2.4.1.2 Developing markets; 2.4.1.3 Efficiency; 2.4.1.4 Defence; 2.4.2 How do Multi-Unit Enterprises Internationalise? 2.4.2.1 Web-based penetration 2.4.2.2 Franchising; 2.4.2.3 Green site; 2.4.2.4 Joint ventures; 2.4.2.5 M&A; 2.4.3 Key Success Factors of M&A; 2.4.3.1 Financial analysis and strategic intent; 2.4.3.2 Integration and socio-cultural compatability; 2.4.4 International Multi-Unit Leaders; 2.5 Summary; ACTIVITIES; 3 Activities and Issues; 3.1 Core Activities; 3.1.1 Operating Systems; i) Labour processes; ii) Standard operating procedures; iii) Availability, stock and waste processes; iv) Sales and pricing monitoring; v) Due diligence and essential maintenance processes vi) Ad hoc processes/change initiatives |
| Record Nr. | UNINA-9910462258203321 |
|
Edger Chris
|
||
| Burlington, Vt., : Gower, c2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Effective multi-unit leadership [[electronic resource] ] : local leadership in multi-site situations / / Chris Edger
| Effective multi-unit leadership [[electronic resource] ] : local leadership in multi-site situations / / Chris Edger |
| Autore | Edger Chris |
| Pubbl/distr/stampa | Burlington, Vt., : Gower, c2012 |
| Descrizione fisica | 1 online resource (329 p.) |
| Disciplina | 658.4/092 |
| Soggetto topico |
Leadership
Management |
| ISBN |
1-315-57893-X
1-317-14554-2 1-317-14553-4 1-283-57240-0 9786613884855 1-4094-2433-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Contents; List of Figures; Abbreviations; About the Author; Acknowledgements; CONTEXT OF THE MULTI-UNIT ENTERPRISE; 1 Introduction; 1.1 Why Multi-Unit Leaders?; 1.2 What is the Multi-Unit Enterprise?; 1.3 History of the Multi-Unit Enterprise; 1.4 Disruptive Forces; 1.4.1 On-Line; Threat or Opportunity?; 1.4.2 Changing Consumer Expectations; 1.4.3 Economic Conditions; 1.4.4 Disruptive Effects; 1.5 Challenges of the Multi-Unit Firm; 1.5.1 Optimising Unit-Based Human Capital; 1.5.2 Consistency of Standards; 1.5.3 Standardisation versus Customisation
1.5.4 Format and Channel Proliferation 1.5.5 Centre versus Local Tensions; 1.6 The Multi-Unit Leader (MUL); 1.6.1 History of the Role; 1.6.2 Previous Research; 1.7 A Model of Effective Multi-Unit Leadership; 1.7.1 Research and Methodology; 1.7.1.1 Data collection; 1.7.1.2 Data analysis; 1.7.2 Conceptual Model of Effective MUL; 1.7.2.1 Drivers and clusters; 1.7.2.2 Critical dependencies; 1.7.2.3 Theoretical underpinning; 1.7.3 Book Structure and Arguments; 2 Strategic Responses to Disruption; 2.1 Mediating Factors; 2.1.1 Ownership Type; 2.1.2 Service Firm Life Cycle 2.1.3 Adaptive Expert Leadership 2.2 Strategic Responses; 2.2.1 Cost Leadership; 2.2.1.1 Supply chain efficiencies; 2.2.1.2 Labour efficiencies; 2.2.1.3 Site, plant and building efficiencies; 2.2.1.4 Operational efficiencies; 2.2.1.5 Promotions and sales efficiency; 2.2.2 Differentiation; 2.2.2.1 Amenity and experience; 2.2.2.2 Product distinctiveness; 2.2.2.3 Customer promise and service; 2.2.3 Value; 2.2.3.1 Results-based solutions; 2.2.3.2 Process quality; 2.2.3.3 Price; 2.2.3.4 Customer access costs; 2.3 Organisational Design; 2.3.1 Best Practice Design Principles 2.3.1.1 Alignment mechanisms 2.3.1.2 Gates and 'filtration' processes; 2.3.1.3 Feedback and insight loops; 2.3.1.4 Re-set mechanisms; 2.3.1.5 Rapid decision forums; 2.3.1.5 Talent planning processes; 2.3.2 Operational Roles; 2.3.2.1 Unit managers; 2.3.2.2 Area/District/Regional managers (MULs); 2.3.2.3 Regional/Zone director; 2.3.2.4 Divisional/Managing directors; 2.4 Internationalising Multi-Unit Enterprises; 2.4.1 Why Internationalise?; 2.4.1.1 Diversification and growth; 2.4.1.2 Developing markets; 2.4.1.3 Efficiency; 2.4.1.4 Defence; 2.4.2 How do Multi-Unit Enterprises Internationalise? 2.4.2.1 Web-based penetration 2.4.2.2 Franchising; 2.4.2.3 Green site; 2.4.2.4 Joint ventures; 2.4.2.5 M&A; 2.4.3 Key Success Factors of M&A; 2.4.3.1 Financial analysis and strategic intent; 2.4.3.2 Integration and socio-cultural compatability; 2.4.4 International Multi-Unit Leaders; 2.5 Summary; ACTIVITIES; 3 Activities and Issues; 3.1 Core Activities; 3.1.1 Operating Systems; i) Labour processes; ii) Standard operating procedures; iii) Availability, stock and waste processes; iv) Sales and pricing monitoring; v) Due diligence and essential maintenance processes vi) Ad hoc processes/change initiatives |
| Record Nr. | UNINA-9910785526803321 |
|
Edger Chris
|
||
| Burlington, Vt., : Gower, c2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Effective multi-unit leadership : local leadership in multi-site situations / / Chris Edger
| Effective multi-unit leadership : local leadership in multi-site situations / / Chris Edger |
| Autore | Edger Chris |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Burlington, Vt., : Gower, c2012 |
| Descrizione fisica | 1 online resource (329 p.) |
| Disciplina | 658.4/092 |
| Soggetto topico |
Leadership
Management |
| ISBN |
1-315-57893-X
1-317-14554-2 1-317-14553-4 1-283-57240-0 9786613884855 1-4094-2433-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Contents; List of Figures; Abbreviations; About the Author; Acknowledgements; CONTEXT OF THE MULTI-UNIT ENTERPRISE; 1 Introduction; 1.1 Why Multi-Unit Leaders?; 1.2 What is the Multi-Unit Enterprise?; 1.3 History of the Multi-Unit Enterprise; 1.4 Disruptive Forces; 1.4.1 On-Line; Threat or Opportunity?; 1.4.2 Changing Consumer Expectations; 1.4.3 Economic Conditions; 1.4.4 Disruptive Effects; 1.5 Challenges of the Multi-Unit Firm; 1.5.1 Optimising Unit-Based Human Capital; 1.5.2 Consistency of Standards; 1.5.3 Standardisation versus Customisation
1.5.4 Format and Channel Proliferation 1.5.5 Centre versus Local Tensions; 1.6 The Multi-Unit Leader (MUL); 1.6.1 History of the Role; 1.6.2 Previous Research; 1.7 A Model of Effective Multi-Unit Leadership; 1.7.1 Research and Methodology; 1.7.1.1 Data collection; 1.7.1.2 Data analysis; 1.7.2 Conceptual Model of Effective MUL; 1.7.2.1 Drivers and clusters; 1.7.2.2 Critical dependencies; 1.7.2.3 Theoretical underpinning; 1.7.3 Book Structure and Arguments; 2 Strategic Responses to Disruption; 2.1 Mediating Factors; 2.1.1 Ownership Type; 2.1.2 Service Firm Life Cycle 2.1.3 Adaptive Expert Leadership 2.2 Strategic Responses; 2.2.1 Cost Leadership; 2.2.1.1 Supply chain efficiencies; 2.2.1.2 Labour efficiencies; 2.2.1.3 Site, plant and building efficiencies; 2.2.1.4 Operational efficiencies; 2.2.1.5 Promotions and sales efficiency; 2.2.2 Differentiation; 2.2.2.1 Amenity and experience; 2.2.2.2 Product distinctiveness; 2.2.2.3 Customer promise and service; 2.2.3 Value; 2.2.3.1 Results-based solutions; 2.2.3.2 Process quality; 2.2.3.3 Price; 2.2.3.4 Customer access costs; 2.3 Organisational Design; 2.3.1 Best Practice Design Principles 2.3.1.1 Alignment mechanisms 2.3.1.2 Gates and 'filtration' processes; 2.3.1.3 Feedback and insight loops; 2.3.1.4 Re-set mechanisms; 2.3.1.5 Rapid decision forums; 2.3.1.5 Talent planning processes; 2.3.2 Operational Roles; 2.3.2.1 Unit managers; 2.3.2.2 Area/District/Regional managers (MULs); 2.3.2.3 Regional/Zone director; 2.3.2.4 Divisional/Managing directors; 2.4 Internationalising Multi-Unit Enterprises; 2.4.1 Why Internationalise?; 2.4.1.1 Diversification and growth; 2.4.1.2 Developing markets; 2.4.1.3 Efficiency; 2.4.1.4 Defence; 2.4.2 How do Multi-Unit Enterprises Internationalise? 2.4.2.1 Web-based penetration 2.4.2.2 Franchising; 2.4.2.3 Green site; 2.4.2.4 Joint ventures; 2.4.2.5 M&A; 2.4.3 Key Success Factors of M&A; 2.4.3.1 Financial analysis and strategic intent; 2.4.3.2 Integration and socio-cultural compatability; 2.4.4 International Multi-Unit Leaders; 2.5 Summary; ACTIVITIES; 3 Activities and Issues; 3.1 Core Activities; 3.1.1 Operating Systems; i) Labour processes; ii) Standard operating procedures; iii) Availability, stock and waste processes; iv) Sales and pricing monitoring; v) Due diligence and essential maintenance processes vi) Ad hoc processes/change initiatives |
| Record Nr. | UNINA-9910822662603321 |
|
Edger Chris
|
||
| Burlington, Vt., : Gower, c2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||