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They're the great individual contributors who never ever want to be a manager, but decide they have to be a manager because no one else is going to be able to do as good a job as that,” Jobs ...
And what we showed is that the great managers were not just coaching employees to develop their skills, they were also giving employees latitude to reimagine their own jobs.
The story of each manager profiled in the book is interrupted mid-chapter to describe the psychology behind the particular question Gallup asks in its employee surveys. The most controversial of the statements, write Wagner and Harter, is the tenth: "I have best friend at work."
Great individual contributors make great managers That’s the first of Jobs’ best management tips: elevating the people to management who perform at the highest levels. “You know who the best ...
A management style is the particular way managers go about accomplishing these objectives. It encompasses the way they make decisions, how they plan and organize work, and how they exercise authority. [2] Management styles varies by company, level of management, and even from person to person.
Proactivity is about taking responsibility for one's reaction to one's own experiences, taking the initiative to respond positively and improve the situation. Covey postulates, in a discussion of the work of psychiatrist Viktor Frankl, that between stimulus and response lies a person's ability to choose how to react, and that nothing can hurt a person without the person's consent.
Executives often believe employees think more highly about the company’s culture than they do, according to a new study. Most managers think they have a great corporate culture. Their employees ...
Difficult specific goals lead to significantly higher performance than easy goals, no goals, or even the setting of an abstract goal such as urging people to do their best. Holding ability constant, and given that there is goal commitment, the higher the goal the higher the performance.