| 000 | 06543cam a2200505 i 4500 | ||
|---|---|---|---|
| 001 | ocn1081378412 | ||
| 003 | OCoLC | ||
| 005 | 20201027152907.0 | ||
| 008 | 190114s2019 nyua b 000 0 eng c | ||
| 010 | _a 2018967010 | ||
| 020 |
_a9781595622242 _q(hardcover) |
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| 020 |
_a1595622241 _q(hardcover) |
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| 040 |
_aYDX _beng _erda _cYDX _dBDX _dATNSH _dTOH _dOCO _dGUL _dMNW _dCLE _dMLSOD _dOCLCF _dNDS _dJTH _dNDD _dJHY _dTXSCH |
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| 042 | _apcc | ||
| 050 | 4 |
_aHD38.2 _b.C565 2019 |
|
| 050 | 4 |
_aHD38.2 _b.C55 2019 |
|
| 082 | 0 | 4 |
_a658.4 _223 |
| 100 | 1 |
_aClifton, Jim _eauthor. |
|
| 245 | 1 | 0 |
_aIt's the manager : _bGallup finds the quality of managers and team leaders is the single biggest factor in your organization's long-term success / _cJim Clifton, Jim Harter. |
| 246 | 3 | _aIt is the manager | |
| 300 |
_a437 pages : _billustrations ; _c24 cm |
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| 504 | _aIncludes bibliographical references (379-427). | ||
| 505 | 0 | _aIntroduction: The new will of the world -- Strategy. What exactly should CEOs and CHROs change? -- Why organizational change is so hard -- Two non-negotiable traits for leaders -- Bring multiple teams together -- Make great decisions -- Culture. What is an organizational culture? -- Why culture matters -- How to change a culture -- Employment brand. Attracting the new workforce -- Hiring star employees -- Hiring analytics- the solution -- Where to find "game film" on future stars -- Five questions for onboarding -- Shortcut to development- strengths-based conversations -- CliftonStrengths 34 : a taxonomy of human potential -- Five steps to building a strengths-based culture -- The right expectations- competencies 2.0 -- Getting succession planning right -- The exit -- Boss to coach. Three requirements of coaching -- The five coaching conversations -- Pay and promotion -- Performance ratings: the bias -- Performance ratings: the fix -- Make 'my development" the reasons employees stay -- Moneyball for workplaces -- The team leader breakthrough -- Why employee engagement programs haven't worked -- Creating a culture of high development -- The five traits of great managers -- How to develop your managers -- The future of work. A quick review of what has changed in workplace -- Three requirements for diversity and inclusion -- Diversity and inclusion: "Treat me with respect" -- Diversity and inclusion : "value me for my strengths" -- Diversity and inclusion : "Leaders will do what is right" -- The gender gap -- Women in the workplace: the #MeToo era -- Women in the workplace : why the pay gap? -- Women in the workplace : work-life flexibility --- Are boomers a burden? -- Benefits, perks and flextime : What do employees really care about? -- How flextime and high performance can go hand in hand -- The new office -- Corporate innovation : how to manage- and nurture- and creativity -- You can't be "agile" without great managers -- Gig work : the new employer-employee relationship -- Gig workers : desperate or satisfied? -- Artificial intelligence has arrived. Now what? -- Artificial intelligence: preparing your workplace -- Caught up in technology- HCM systems and other solutions -- Better decision-Making with predictive analytics: moneyball for managers -- Appendixes : 1. Leading with your strengths: a guide to the 34 CliftonStrengths themes -- 2. Q12 : the 12 elements of great management -- 3. The relationships between engagement at work and organizational outcomes -- 4. The relationship between strengths-based employee development and organizational outcomes -- 5. Gallup meta-analytic study of managerial hiring and development profiles. | |
| 520 | _a"While the world's workplace has been going through extraordinary historical change, the practice of management has been stuck in time for more than 30 years. The new workforce -- especially younger generations -- wants their work to have deep mission and purpose, and they don't want old-style command-and-control bosses. They want coaches who inspire them, communicate with them frequently and develop their strengths. Who is the most important person in your organization to lead your teams through these changes? It's your managers. They're the ones who make or break your organization's success. Packed with 52 discoveries from Gallup's largest study of the future of work, It's the Manager shows leaders and managers how to adapt their organizations to rapid change -- from new workplace demands to the challenges of managing remote employees, the rise of artificial intelligence, gig workers, and attracting and keeping today's best employees."--Jacket. | ||
| 650 | 0 | _aExecutives. | |
| 650 | 0 | _aExecutive ability. | |
| 650 | 0 | _aManagement. | |
| 650 | 0 | _aLeadership. | |
| 650 | 7 |
_aBUSINESS & ECONOMICS _xGeneral. _2bisacsh |
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| 650 | 7 |
_aExecutive ability. _2fast |
|
| 650 | 7 |
_aExecutives. _2fast |
|
| 650 | 7 |
_aLeadership. _2fast |
|
| 650 | 7 |
_aManagement. _2fast |
|
| 650 | 7 |
_aExecutives. _2sears |
|
| 650 | 7 |
_aExecutive ability. _2sears |
|
| 650 | 7 |
_aManagement. _2sears |
|
| 650 | 7 |
_aLeadership. _2sears |
|
| 700 | 1 |
_aHarter, James K., _eauthor. |
|
| 710 | 2 | _aGallup, Inc. | |
| 942 |
_2lcc _cBK |
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| 945 | _fbks | ||
| 947 |
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