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Biblioteca

MARC Lista (tabellare)
L'arte di dare e ricevere feedback : come realizzare un'efficace comunicazione interpersonale per migliorare la performance individuale e di gruppo / Shirley Poertner, Karen Massetti Miller
L'arte di dare e ricevere feedback : come realizzare un'efficace comunicazione interpersonale per migliorare la performance individuale e di gruppo / Shirley Poertner, Karen Massetti Miller
Autore Poertner, Shirley
Pubbl/distr/stampa Milano : F. Angeli, 1999
Descrizione fisica 109 p. ; 22 cm.
Disciplina 658.3145
Altri autori (Persone) Massetti Miller, Karenauthor
Collana 50 cinquanta minuti. Le guide rapide d'autoformazione ; 93
Soggetto topico Aziende - Personale - Gestione
Relazioni interpersonali
ISBN 8846410556
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione ita
Record Nr. UNISALENTO-991000929309707536
Poertner, Shirley  
Milano : F. Angeli, 1999
Materiale a stampa
Lo trovi qui: Univ. del Salento
Opac: Controlla la disponibilità qui
Engaged [[e-book] ] : unleashing your organization's potential through employee engagement / / Linda Holbeche and Geoff Matthews
Engaged [[e-book] ] : unleashing your organization's potential through employee engagement / / Linda Holbeche and Geoff Matthews
Autore Holbeche Linda
Edizione [1st edition]
Pubbl/distr/stampa San Francisco, CA, : Jossey-Bass, 2012
Descrizione fisica 1 online resource (345 p.)
Disciplina 658.3/145
658.314
658.3145
Altri autori (Persone) MatthewsGeoff
Soggetto topico Employee motivation
Employees - Attitudes
Management - Employee participation
Organizational behavior
Soggetto genere / forma Electronic books.
ISBN 1-119-20816-5
1-118-33820-0
1-283-64588-2
1-118-33822-7
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto TITLE PAGE; COPYRIGHT PAGE; CONTENTS; FOREWORD; FOREWORD; INTRODUCTION; CHAPTER 1: WHAT IS ENGAGEMENT - AND WHY DOES IT MATTER?; Introduction; The rising importance of employee engagement; How engaged are employees?; Defining terms; What does engagement look like?; What does disengagement look like?; A win-win relationship?; What do employees want?; The business case - what's the evidence?; Conclusion - an engagement deficit?; CHAPTER 2: WHY IS ENGAGEMENT SO ELUSIVE?; The changing engagement landscape; Diverging interests; The commoditization of work; Mutuality?; The growing engagement gap
Lack of meaning at workChanging expectations of younger workers; More specific engagement factors; But whose job is engagement?; 'Toxic' managers; What about managers themselves?; Bunker mentality; Lack of consultation; So what?; Conclusion; CHAPTER 3: WHAT DRIVES ENGAGEMENT?; Can anyone be 'engaged'?; The main elements of engagement; Towards an integrated model of employee engagement; Conclusion; CHAPTER 4: DO YOU KNOW HOW ENGAGED YOUR PEOPLE ARE RIGHT NOW?; The importance of measurement; Types of surveys and selection of a provider; What to cover in the survey; Setting up the survey process
Timing and frequency of surveysLaunching and running the survey; After the survey - turning results into action that makes a difference; Conclusion; Notes; CHAPTER 5: SO WHAT ARE YOUR EMPLOYEES TELLING YOU?; Step 1: Check; Step 2: Calibrate; Conclusion; Notes; CHAPTER 6: GETTING BEYOND ANALYSIS AND INTO ACTION; Step 3: Commit; Step 4: Communicate; Step 5: Conclude; Conclusion; CHAPTER 7: ROADBLOCKS TO CREATING AN ENGAGED WORKFORCE; Addressing managerial resistance; The wrong sorts of management sponsorship; Opposition from employee representatives; Overcoming 'survey fatigue'
When engagement improves but doesn't feed through to improved organizational performanceWhen engagement goes too far; The risks of escalation of commitment; Conclusion; CHAPTER 8: BUILDING A CULTURE OF ENGAGEMENT; Creating Connection - the leadership challenge; Leaders and culture-building; Embedding a culture of engagement; Conclusion; CHAPTER 9: ENGAGING MANAGERS; What do engaging leaders and managers actually do?; Conclusion; CHAPTER 10: ENGAGEMENT IN TOUGH TIMES; What do 'engaging employers' do?; Voice; Managing change; The emotional journey of change - the transition curve
Handling redundanciesMergers and acquisitions; Leaders as a point of contact to rebuild trust; Public sector engagement challenges; Creating a change-able work environment; Conclusion; CHAPTER 11: FINDING MEANING, GROWTH AND ENGAGEMENT; The talent challenge; Components of Scope; Physician, heal thyself!; Making choices; In summary: managing your own engagement; Conclusion; Notes; ANNEX 1: COMPARISON OF THE EMPLOYEE ENGAGEMENT MODEL AND OTHER VIEWS OF ENGAGEMENT DRIVERS; Gallup; Kenexa; Towers Watson; ANNEX 2: ENGAGEMENT MODEL AND ACTION AREAS; BIBLIOGRAPHY; INDEX
Record Nr. UNINA-9910141388503321
Holbeche Linda  
San Francisco, CA, : Jossey-Bass, 2012
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Engaged [[e-book] ] : unleashing your organization's potential through employee engagement / / Linda Holbeche and Geoff Matthews
Engaged [[e-book] ] : unleashing your organization's potential through employee engagement / / Linda Holbeche and Geoff Matthews
Autore Holbeche Linda
Edizione [1st edition]
Pubbl/distr/stampa San Francisco, CA, : Jossey-Bass, 2012
Descrizione fisica 1 online resource (345 p.)
Disciplina 658.3/145
658.314
658.3145
Altri autori (Persone) MatthewsGeoff
Soggetto topico Employee motivation
Employees - Attitudes
Management - Employee participation
Organizational behavior
ISBN 1-119-20816-5
1-118-33820-0
1-283-64588-2
1-118-33822-7
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto TITLE PAGE; COPYRIGHT PAGE; CONTENTS; FOREWORD; FOREWORD; INTRODUCTION; CHAPTER 1: WHAT IS ENGAGEMENT - AND WHY DOES IT MATTER?; Introduction; The rising importance of employee engagement; How engaged are employees?; Defining terms; What does engagement look like?; What does disengagement look like?; A win-win relationship?; What do employees want?; The business case - what's the evidence?; Conclusion - an engagement deficit?; CHAPTER 2: WHY IS ENGAGEMENT SO ELUSIVE?; The changing engagement landscape; Diverging interests; The commoditization of work; Mutuality?; The growing engagement gap
Lack of meaning at workChanging expectations of younger workers; More specific engagement factors; But whose job is engagement?; 'Toxic' managers; What about managers themselves?; Bunker mentality; Lack of consultation; So what?; Conclusion; CHAPTER 3: WHAT DRIVES ENGAGEMENT?; Can anyone be 'engaged'?; The main elements of engagement; Towards an integrated model of employee engagement; Conclusion; CHAPTER 4: DO YOU KNOW HOW ENGAGED YOUR PEOPLE ARE RIGHT NOW?; The importance of measurement; Types of surveys and selection of a provider; What to cover in the survey; Setting up the survey process
Timing and frequency of surveysLaunching and running the survey; After the survey - turning results into action that makes a difference; Conclusion; Notes; CHAPTER 5: SO WHAT ARE YOUR EMPLOYEES TELLING YOU?; Step 1: Check; Step 2: Calibrate; Conclusion; Notes; CHAPTER 6: GETTING BEYOND ANALYSIS AND INTO ACTION; Step 3: Commit; Step 4: Communicate; Step 5: Conclude; Conclusion; CHAPTER 7: ROADBLOCKS TO CREATING AN ENGAGED WORKFORCE; Addressing managerial resistance; The wrong sorts of management sponsorship; Opposition from employee representatives; Overcoming 'survey fatigue'
When engagement improves but doesn't feed through to improved organizational performanceWhen engagement goes too far; The risks of escalation of commitment; Conclusion; CHAPTER 8: BUILDING A CULTURE OF ENGAGEMENT; Creating Connection - the leadership challenge; Leaders and culture-building; Embedding a culture of engagement; Conclusion; CHAPTER 9: ENGAGING MANAGERS; What do engaging leaders and managers actually do?; Conclusion; CHAPTER 10: ENGAGEMENT IN TOUGH TIMES; What do 'engaging employers' do?; Voice; Managing change; The emotional journey of change - the transition curve
Handling redundanciesMergers and acquisitions; Leaders as a point of contact to rebuild trust; Public sector engagement challenges; Creating a change-able work environment; Conclusion; CHAPTER 11: FINDING MEANING, GROWTH AND ENGAGEMENT; The talent challenge; Components of Scope; Physician, heal thyself!; Making choices; In summary: managing your own engagement; Conclusion; Notes; ANNEX 1: COMPARISON OF THE EMPLOYEE ENGAGEMENT MODEL AND OTHER VIEWS OF ENGAGEMENT DRIVERS; Gallup; Kenexa; Towers Watson; ANNEX 2: ENGAGEMENT MODEL AND ACTION AREAS; BIBLIOGRAPHY; INDEX
Record Nr. UNINA-9910830605803321
Holbeche Linda  
San Francisco, CA, : Jossey-Bass, 2012
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Engaged : unleashing your organization's potential through employee engagement / / Linda Holbeche and Geoff Matthews
Engaged : unleashing your organization's potential through employee engagement / / Linda Holbeche and Geoff Matthews
Autore Holbeche Linda
Edizione [1st edition]
Pubbl/distr/stampa San Francisco, CA, : Jossey-Bass, 2012
Descrizione fisica 1 online resource (345 p.)
Disciplina 658.3/145
658.314
658.3145
Altri autori (Persone) MatthewsGeoff
Soggetto topico Employee motivation
Employees - Attitudes
Management - Employee participation
Organizational behavior
ISBN 9781119208167
1119208165
9781118338209
1118338200
9781283645881
1283645882
9781118338223
1118338227
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto TITLE PAGE; COPYRIGHT PAGE; CONTENTS; FOREWORD; FOREWORD; INTRODUCTION; CHAPTER 1: WHAT IS ENGAGEMENT - AND WHY DOES IT MATTER?; Introduction; The rising importance of employee engagement; How engaged are employees?; Defining terms; What does engagement look like?; What does disengagement look like?; A win-win relationship?; What do employees want?; The business case - what's the evidence?; Conclusion - an engagement deficit?; CHAPTER 2: WHY IS ENGAGEMENT SO ELUSIVE?; The changing engagement landscape; Diverging interests; The commoditization of work; Mutuality?; The growing engagement gap
Lack of meaning at workChanging expectations of younger workers; More specific engagement factors; But whose job is engagement?; 'Toxic' managers; What about managers themselves?; Bunker mentality; Lack of consultation; So what?; Conclusion; CHAPTER 3: WHAT DRIVES ENGAGEMENT?; Can anyone be 'engaged'?; The main elements of engagement; Towards an integrated model of employee engagement; Conclusion; CHAPTER 4: DO YOU KNOW HOW ENGAGED YOUR PEOPLE ARE RIGHT NOW?; The importance of measurement; Types of surveys and selection of a provider; What to cover in the survey; Setting up the survey process
Timing and frequency of surveysLaunching and running the survey; After the survey - turning results into action that makes a difference; Conclusion; Notes; CHAPTER 5: SO WHAT ARE YOUR EMPLOYEES TELLING YOU?; Step 1: Check; Step 2: Calibrate; Conclusion; Notes; CHAPTER 6: GETTING BEYOND ANALYSIS AND INTO ACTION; Step 3: Commit; Step 4: Communicate; Step 5: Conclude; Conclusion; CHAPTER 7: ROADBLOCKS TO CREATING AN ENGAGED WORKFORCE; Addressing managerial resistance; The wrong sorts of management sponsorship; Opposition from employee representatives; Overcoming 'survey fatigue'
When engagement improves but doesn't feed through to improved organizational performanceWhen engagement goes too far; The risks of escalation of commitment; Conclusion; CHAPTER 8: BUILDING A CULTURE OF ENGAGEMENT; Creating Connection - the leadership challenge; Leaders and culture-building; Embedding a culture of engagement; Conclusion; CHAPTER 9: ENGAGING MANAGERS; What do engaging leaders and managers actually do?; Conclusion; CHAPTER 10: ENGAGEMENT IN TOUGH TIMES; What do 'engaging employers' do?; Voice; Managing change; The emotional journey of change - the transition curve
Handling redundanciesMergers and acquisitions; Leaders as a point of contact to rebuild trust; Public sector engagement challenges; Creating a change-able work environment; Conclusion; CHAPTER 11: FINDING MEANING, GROWTH AND ENGAGEMENT; The talent challenge; Components of Scope; Physician, heal thyself!; Making choices; In summary: managing your own engagement; Conclusion; Notes; ANNEX 1: COMPARISON OF THE EMPLOYEE ENGAGEMENT MODEL AND OTHER VIEWS OF ENGAGEMENT DRIVERS; Gallup; Kenexa; Towers Watson; ANNEX 2: ENGAGEMENT MODEL AND ACTION AREAS; BIBLIOGRAPHY; INDEX
Altri titoli varianti Unleashing your organization's potential through employee engagement
Record Nr. UNINA-9910877575603321
Holbeche Linda  
San Francisco, CA, : Jossey-Bass, 2012
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Il fattore 'relazioni interpersonali' : fondamento e risorsa per lo sviluppo economico / Simona Di Ciaccio
Il fattore 'relazioni interpersonali' : fondamento e risorsa per lo sviluppo economico / Simona Di Ciaccio
Autore Di Ciaccio, Simona
Pubbl/distr/stampa Roma : Città nuova, 2004
Descrizione fisica 231 p. ; 21 cm
Disciplina 658.3145
Collana Società e socialità ; 12
Soggetto topico Capitale sociale
Capitale umano
Relazioni interpersonali - Aspetti economici
ISBN 8831124315
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione ita
Record Nr. UNISALENTO-991000083939707536
Di Ciaccio, Simona  
Roma : Città nuova, 2004
Materiale a stampa
Lo trovi qui: Univ. del Salento
Opac: Controlla la disponibilità qui
I conflitti organizzativi / Paola Briganti
I conflitti organizzativi / Paola Briganti
Autore Briganti, Paola
Pubbl/distr/stampa Roma, : Aracne editrice, 2010
Descrizione fisica 156 p. ; 22 cm.
Disciplina 658.3145
Collana A13, Scienze economiche e statistiche
Soggetto non controllato Relazioni interpersonali - Aziende - Personale - Gestione
ISBN 978-88-548-3708-9
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione ita
Titolo uniforme
Record Nr. UNIPARTHENOPE-000029187
Briganti, Paola  
Roma, : Aracne editrice, 2010
Materiale a stampa
Lo trovi qui: Univ. Parthenope
Opac: Controlla la disponibilità qui
Il fattore relazioni interpersonali : fondamento e risorsa per lo sviluppo economico / Simona Di Ciaccio
Il fattore relazioni interpersonali : fondamento e risorsa per lo sviluppo economico / Simona Di Ciaccio
Autore Di Ciaccio, Simona
Pubbl/distr/stampa Roma, : Città nuova, 2004
Descrizione fisica 231 p. ; 21 cm.
Disciplina 658.3145
Collana Società e socialità
Soggetto topico Aziende - Personale - Gestione
Relazioni interpersonali
ISBN 8831124315
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione ita
Record Nr. UNISANNIO-CAG0755501
Di Ciaccio, Simona  
Roma, : Città nuova, 2004
Materiale a stampa
Lo trovi qui: Univ. del Sannio
Opac: Controlla la disponibilità qui
Manager, lavate l'isalata : la vicinanza ai problemi quotidiani e una maggiore distanza dalle beghe di potere possono essere salutari per il management / Mario Grasso
Manager, lavate l'isalata : la vicinanza ai problemi quotidiani e una maggiore distanza dalle beghe di potere possono essere salutari per il management / Mario Grasso
Autore GRASSO, Mario <1946-; Bari>
Pubbl/distr/stampa Milano : Franco Angeli, copyr. 2007
Descrizione fisica 242 p. ; 23 cm
Disciplina 658.3145
Collana Skill
Soggetto topico Personale - Gestione
ISBN 978-88-464-8814-5
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione ita
Record Nr. UNISA-990003117610203316
GRASSO, Mario <1946-; Bari>  
Milano : Franco Angeli, copyr. 2007
Materiale a stampa
Lo trovi qui: Univ. di Salerno
Opac: Controlla la disponibilità qui
Managing conflict with direct reports [[electronic resource] /] / lead contributors Barbara Popejoy, Brenda J. McManigle ; contributors Talula Cartwright ... [et al.]
Managing conflict with direct reports [[electronic resource] /] / lead contributors Barbara Popejoy, Brenda J. McManigle ; contributors Talula Cartwright ... [et al.]
Autore Popejoy Barbara
Edizione [1st edition]
Pubbl/distr/stampa Greensboro, N.C., : Center for Creative Leadership, c2002
Descrizione fisica 1 online resource (32 p.)
Disciplina 658.3145
658.4053
Altri autori (Persone) PopejoyBarbara.aut
McManigleBrenda J.aut
CartwrightTalula.aut
Collana Ideas into action guidebooks
CCL
Soggetto topico Conflict management
Communication in management
Leadership
Organizational effectiveness
Organizational behavior
Soggetto genere / forma Electronic books.
ISBN 1-281-00126-0
9786611001261
1-118-15444-4
1-932973-18-4
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto Title Page; Table of Contents; Conflict and Resolution; Conflict with Direct Reports Is a Special Case; Managing the Relationship; Managing the Work; A Process for Managing Conflict; Recognising Both Sides of the Conflict; Preparing for a Conflict Resolution Session; During the Conflict Resolution Session; After the Conflict Resolution Session; Managing Conflict for Success and Development; Suggested Readings; Background; Key Point Summary; Lead Contributors
Record Nr. UNINA-9910456336103321
Popejoy Barbara  
Greensboro, N.C., : Center for Creative Leadership, c2002
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Managing conflict with direct reports [[electronic resource] /] / lead contributors Barbara Popejoy, Brenda J. McManigle ; contributors Talula Cartwright ... [et al.]
Managing conflict with direct reports [[electronic resource] /] / lead contributors Barbara Popejoy, Brenda J. McManigle ; contributors Talula Cartwright ... [et al.]
Autore Popejoy Barbara
Edizione [1st edition]
Pubbl/distr/stampa Greensboro, N.C., : Center for Creative Leadership, c2002
Descrizione fisica 1 online resource (32 p.)
Disciplina 658.3145
658.4053
Altri autori (Persone) PopejoyBarbara.aut
McManigleBrenda J.aut
CartwrightTalula.aut
Collana Ideas into action guidebooks
CCL
Soggetto topico Conflict management
Communication in management
Leadership
Organizational effectiveness
Organizational behavior
ISBN 1-118-15520-3
1-281-00126-0
9786611001261
1-118-15444-4
1-932973-18-4
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto Title Page; Table of Contents; Conflict and Resolution; Conflict with Direct Reports Is a Special Case; Managing the Relationship; Managing the Work; A Process for Managing Conflict; Recognising Both Sides of the Conflict; Preparing for a Conflict Resolution Session; During the Conflict Resolution Session; After the Conflict Resolution Session; Managing Conflict for Success and Development; Suggested Readings; Background; Key Point Summary; Lead Contributors
Record Nr. UNISA-996213047903316
Popejoy Barbara  
Greensboro, N.C., : Center for Creative Leadership, c2002
Materiale a stampa
Lo trovi qui: Univ. di Salerno
Opac: Controlla la disponibilità qui