Найти книгу: "Internalizing Strengths: An Overlooked Way of Overcoming Weaknesses in Managers"

Because executives tend to be problem solvers, they typically focus on weaknesses when they want to improve their performance. This approach can be helpful but there is another that can be just as effective: recognizing strengths. A senior manager whom the author interviewed said this about a top person: «If he saw his own strengths and internalized them, a lot of his weaknesses would go away.» In this report, the author explains why it is critical to recognize strengths in order to improve performance and why it is often difficult to get that notion across to executives. For practicing managers and those who develop them, this report offers sound but often neglected developmental principles for overcoming weaknesses.

Аудиокурс делового английского языка – ваш учитель и гид по вопросам международных бизнес контактов. Вы не только получите представление об английском языке делового этикета. Вас ожидают актуальные бизнес ситуации, увлекательное путешествие в реальный мир современного бизнеса. Курс составлен с учетом специфики речевого поведения англичан и американцев, не требует одновременного использования словаря: все ситуации и диалоги воспроизводятся с переводом на русский язык. Курс делового английского языка представлен 4-мя уроками, каждый из которых состоит из ряда тем, объединенных в единую сюжетную линию. Предназначен для самостоятельного изучения языка современного делового этикета и рассчитан на широкий круг лиц.

Настоящее пособие предназначено для студентов вузов, аспирантов и слушателей программ MBA со специализацией маркетинг, а также для широкого круга лиц, работающих в сфере международного бизнеса и маркетинга, имеющих базовую подготовку на уровне, не ниже «intermediate», и стремящихся совершенствовать свои знания. С пособием можно работать как в группах под руководством преподавателя, так и самостоятельно, проверяя себя по ответам на наиболее сложные задания. Цель пособия состоит в развитии билингвистической компетенции, т.е. в обучении активному пользованию маркетинговой терминологией на русском и английском языках при чтении профильной литературы, поиске нужных материалов в источниках и осуществлению эффективных коммуникаций в работе с иностранными партнерами.

NEW EDITION, REVISED AND UPDATED This latest edition of the classic Managers as Mentors is a rapid-fire read that guides leaders in helping associates grow in today's tumultuous organizations. Thoroughly revised throughout with twelve new chapters, this edition places increased emphasis on the mentor acting as a learning catalyst with the protege rather than simply handing down knowledge. As with previous editions, a fictional case study of a mentor-protege relationship runs through the book. But now this is augmented with interviews with six top US CEOs. New chapters cover topics such as the role of mentoring in spurring innovation and mentoring a diverse and dispersed workforce accustomed to interacting digitally. Also new to this edition is the Mentor's Toolkit, six resources to help in developing the mentor-protege relationship. This hands-on guide teaches leaders to be the kind of confident coaches integral to learning organizations.

For more than twenty years, management expert Bruce Tulgan has been asking, “What are the most difficult challenges you face when it comes to managing people?” Regardless of industry or job title, managers cite the same core issues—27 recurring challenges: the superstar whom the manager is afraid of losing, the slacker whom the manager cannot figure out how to motivate, the one with an attitude problem, and the two who cannot get along, to name just a few. It turns out that when things are going wrong in a management relationship, the common denominator is almost always unstructured, low substance, hit-or-miss communication. The real problem is that most managers are “managing on autopilot” without even realizing it—until something goes wrong. And if you are managing on autopilot, then something almost always does. The 27 Challenges Managers Face shows exactly how to break the vicious cycle and gain control of management relationships. No matter what the issue, Tulgan shows that the fundamentals are all you need. The very best managers hold ongoing one-on-one conversations that make expectations clear, track performance, offer feedback, and hold people accountable. For every workplace problem—even the most awkward and difficult—The 27 Challenges Managers Face shows how to tailor conversations to solve situations familiar to every manager. Tulgan offers clear approaches for turning around bad attitudes, reducing friction and conflict, improving low performers, retaining top performers, and even addressing your own personal burnout. The 27 Challenges Managers Face is an indispensable resource for managers at all levels, one anyone managing anyone will want to keep on hand. One challenge at a time, you’ll see how the most effective managers use the fundamentals of management to proactively resolve (nearly) any problem a manager could face.