検索キーワード： 組織行動

MicroSkills is built on one core, easy-to-learn principle: every big goal, complicated task, healthy habit, and, yes, even what we think of as character traits, can be broken down into small, learnable, skills that can be practiced, and incorporated real-time. We call these: MicroSkills. As award winning physicians, educators, and mentors we hear the gamut of challenges with navigating the workplace. And when we learn a lesson we often wish we had learned it earlier. MicroSkills is packed with the privileged information that you want delivered to you as efficiently as possible.

Influence makes you think what you think and do as you do. You use it to change the thoughts and behaviours of others – just as others use it change yours. But more than ever, influence has become the crucial currency for commercial and political gain: If you don’t understand it, you will likely become its victim. Influence is a groundbreaking guide to the chaotic and murky world we live in. Through examining five key factors we are taken on a tour from the past to our real-world present, to build a picture of the major role influence plays in everyday life.

This book is for dissatisfied technology leaders. The leaders in product, technology, design, marketing, and digital at established organizations. Forward thinking leaders who know there’s a better way of doing things, but still find themselves struggling to generate the momentum needed to drive their legacy organizations into the future. We did not write this for startups, although the patterns we outline can still be applied to start-ups.

Through a combination of inspiring stories about unlikely high performers and evidence from the bleeding edge of behavioral science, we present you with a toolkit for learning intention-not as a fluffy concept, but as five very trainable skills.

Gérard Schoun, à qui l’on doit déjà des réflexions sortant des sentiers battus, comme " Capital Humain versus Humain Capital " ou " Diriger Après Vivre Avec ", s’interroge ici sur la force que confie à l’entreprise une raison d’être, sur la difficulté à mesurer une performance autre que financière, et sur les mutations d’une gouvernance soucieuse du bien commun. Dans sa préface, Patricia Savin salue un « ouvrage puissant, inspirant et prospectif ".

Begleiten Sie in diesem spannenden Businessroman Maxi van Weller. Für sie bricht von einem auf den anderen Tag ihre heile Welt in der PR-Agentur zusammen, da das Unternehmen verkauft wird. Maxi lässt Sie teilhaben an dem, was in ihrem Inneren passiert, denn sie hat zwei Begleiter im Kopf: Ratio und Emotia (Verstand und Gefühl). Durch diese mitreißende Geschichte werden Sie vom Erkennen zum Verstehen bis zum Aktivieren aller Emotionen geführt. Das Besondere? Emotionen werden nicht nur erlebt, sondern anhand des Globe of Emotions®, der im Hörbuch vorgestellt wird, verstanden.

Le meilleur guide de management de l’année 2024 inspiré par l’expérience de plus de 400 managers ! Sur un ton décontracté, Ludovic Girodon propose une approche dynamique des relations au travail et des astuces concrètes. Ce kit pratique fera de vous un manager performant, humain et efficace dans toutes les situations.

After years of consulting for Fortune 1000 companies, Brady Brim-DeForest understands the drawbacks of working in giant, siloed environments. His book, Smaller is Better, shows you how to use the small, empowered teams model to radically recharge your workplace, make better products, and deliver a phenomenal customer experience. All with better employee engagement and retention!

The second installment of the Traction Library's EOS Mastery Series, People gives listeners all the tools they need to create a thriving workplace culture and shows why it's an absolutely essential part of any successful business.

A management book written by managers for front-line managers, The Effective Manager, 2nd Edition, is a concise, practical, and incisive take on what to do and say to get the best results possible from your co-located or remotely distributed team. The book's concrete advice will improve your relationships with your team members, increase your chances of being promoted, and generate trust amongst those you lead.

Im Laufe meiner Karriere hatte ich das große Glück, unter einem breiten Spektrum von Chefs zu arbeiten. Ich hatte Vorgesetzte, die mich inspirierten, die mich zu Höchstleistungen anspornten und die ein Umfeld schufen, in dem ich mich wirklich wertgeschätzt fühlte. Ich hatte auch Vorgesetzte, die neutral waren - weder förderlich noch hinderlich für meine Arbeitserfahrung. Und dann gab es da noch die anderen: die schlechten, die schrecklichen und die geradezu bösen Chefs, deren Führungsstil von leicht nervig bis hin zu herzzerreißend reichte.

Learn how to enhance workforce performance, strengthen workforce retention, and better your leadership by cultivating and expanding on your company's culture with The Power of Company Culture.

Behavioral psychologist Dr. John Austin has asked leaders around the world what they most want for their teams . . . and most leaders want their people to feel belonging, psychological and physical safety, to feel inspired, excited to be at work, and that they are working with purpose. Leaders implement processes and procedures, develop training, create strategic plans, and explain in increasing detail what to do . . . and yet, somehow, the work culture often does not improve.

Sei pronto a trasformare la tua vita in una sua versione più serena e organizzata eliminando gli oggetti in eccesso intorno a te? Attingendo alla letteratura sulla riorganizzazione e raccontandoti della mia esperienza personale, unita a storie di personaggi di fantasia, ti racconterò puntualmente come potrai attuare strategie e tattiche puntuali per organizzare la tua casa e la tua vita, liberarti dal peso delle cose inutili e godere appieno di ciò che hai, senza effettuare alcuna rinuncia.

Drawing on almost 20 years of research from around the world, The Glass Cliff phenomenon - whereby women are often only hired in leadership roles when a business is already underperforming, meaning their chances of success are limited before they ever even start in the role - is well established, but little known. Until now.

This book is for anyone who wants to understand what being more inclusive at work means, especially as it relates to black leaders. Based on candid interviews with thirty successful black leaders, it peels away the multifaceted layers of black British leaders in organizations to offer a new way of thinking about the black British experience.

本書は、近年注目が高まっている「組織開発」の入門書です。これまでの類書にはない、実践レベルにまで落とし込んだ一冊となります。

Fachkräftemangel, Überlastung, demographischer Wandel und Klimakrise sind fundamentale Herausforderungen unserer Zeit – und wir können sie nur lösen, wenn wir Arbeit neu erfinden. Elly Oldenbourg analysiert, was uns im Moment bremst und welche Veränderungen – »Workshifts« - wir angehen müssen. Dabei stellt sie die vier Wirkungsfelder Zeit, Kollaboration, Vielfalt und Kennzahlen in den Fokus und bietet konkrete Lösungsansätze für Entscheider:innen persönlich und für Unternehmen als Ganzes.

We live in a wonderfully diverse and increasingly connected world. With that rise in connection comes a steep rise in expectations... Expectations that we know how to talk about diversity, including with people who are different than ourselves... Expectations that we lean into uncomfortable conversations, with sufficient fluency that we don't cause offence... Expectations that we act, instead of simply walking by inequality. Although most of us are curious about diversity, and some would go as far as to call ourselves allies, very few of us are skilled in inclusion.

1:1s are arguably one of the most critical meeting types for the success of team members, managers, coaches, teams, and organizations. The best managers recognize that 1:1s are not an add-on to their role as a manager. Conducting 1:1s successfully are foundational to being a manager. At the same time, these meetings are the core of a direct report's experience and development at work, including how well they engage and attach to their role, perceive the effectiveness of their manager, and envision their future at the organization.