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Основную цель управления человеческими ресурсами можно определить как повышение производительности посредством создания благоприятных для деятельности сотрудников организации условий... (подробнее...)
Всего публикаций в данном разделе: 5

Книги

Авторы:
А Б В Г Д Е Ж З И ЙК Л М Н О П Р С Т У Ф Х Ц Ч Ш Щ ЭЮЯ
A B C D E F G H I J K L M NO P QR S T U V W XY Z
 
Названия:
все А Б В Г ДЕ ЖЗ И ЙК Л М Н О П Р С Т У Ф ХЦ Ч ШЩЭ ЮЯ
3 A BC DEFGHIJKL M NO P QR ST UVW XYZ
 

Опубликовано на портале: 11-11-2004
Gerard M. Blair
Изд-во: IEEE Press, 1996, 180 с.
Many people become managers simply because they are good at the job they were doing - not because they know how to manage. Yet few people are then given training. For these people, the book Starting to Manage provides an outline of the skills which they need to assume their new responsibility.
The skills you need to manage a small team are really common sense, but to develop that common sense you need to examine the problems and to be given some initial ideas about solutions.
Starting to Manage is a how-to guide for people with responsibility for small teams and small projects. To manage a team, you need to be skilled in:
- Communication (Presentations, Writing, Conversation)
-Leadership (Team-work, Delegation, People)
-Organization (Time Management, Quality, Project Planning)... ... and that is what this book is about. It deals simply with the range of skills the manager needs to get the job done. Nine chapters focus upon the nine skills above by providing practical ideas and small exercises to show you how to practise these skills at work as you learn them. And the final chapter discusses greatness.
ресурс содержит полный текст, либо отрывок из него ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 19-04-2007
Michael Armstrong
Philadelphia.: Kogan Page, 2006, 208 с.
Strategic human resource management has been taken up by academics, consultants and practitioners alike. However, the integration of human resource strategy with overall business strategy is often easier in theory than in practice. Strategic Human Resource Management provides a bridge between theory and practice and offers a guide to both formulating human resource strategies and implementing them. This new edition has been fully updated and revised to incorporate the latest thinking, research and practice in this important field
ресурс содержит графическое изображение (иллюстрацию)

Опубликовано на портале: 19-04-2007
Graeme Salaman, John Storey, Jon Billsberry
Изд-во: Sage Publications, 2005, 360 с.
The Second Edition of this highly successful course reader provides a comprehensive, contemporary, and critical review of the key issues in strategic human resource management. The book draws upon the work of some of the most influential and insightful writers on the subject of the strategic management of people in organizations. Through a series of carefully edited articles, students can explore current thinking on topics as diverse as performance, pay, process reengineering, structure, ethics, culture, change and leadership
ресурс содержит графическое изображение (иллюстрацию)

Опубликовано на портале: 19-04-2007
Stephen J. Perkins, Susan M. Shortland
Philadelphia.: Kogan Page, 2006, 272 с.
This book provides an excellent and refreshing critical perspective to many of the issues under continued debate and ongoing research in the field of international HRM. This must be one of the best researched and referenced books on international human resource management that has been written in a long time. The research is both academic and practical… [and] deals with the subject at a very high level looking at the choices and consequences that organizations face when operating in an international market
ресурс содержит графическое изображение (иллюстрацию)

Опубликовано на портале: 23-04-2007
Michael Armstrong, Duncan Brown
Изд-во: Kogan Page, 2006, 272 с.
Armstrong and Brown hold great faith in strategic reward and present here their ‘new realism’ philosophy on the subject. They base this new work on their twenty years’ experience of advising on reward strategies. It examines the essence and context of strategic reward and considers the processes involved in developing and implementing reward strategies. It includes an overview of the risks and the opportunities in pursuing a reward strategy and demonstrates how critical it is to the dual agenda of successful organizational performance and the motivation and engagement of staff
ресурс содержит графическое изображение (иллюстрацию)