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What Every Manager Should Do to Get Results
BY Judith Hale
Publisher: Pfeiffer (October 31, 2003)
"I believe that if 'you put a good performer in a bad system, the system will win every time.' I further believe that it is the job of every manager to build and maintain a 'good system' for their people ！ to make it possible for them to be successful. In this book, Judy Hale shows managers how to do just that."
！ Geary Rummler, president, Performance Design Lab
"To be successful, you must have the right people, enough resources, clear vision and most of all, competent leadership. Judy Hale's latest work provides a clear roadmap for managerial success."
！ Clayton R. Lloyd, Esq., senior vice president, Wells Fargo
"Thank you for chapter 4! . . .it is exactly what I needed . . .what it contains is easily transferable into my own situation."
！ Cordell Hauglie, performance consultant, Boeing
"The templates and practical 'how to' advice are wonderful...the book will be a terrific help to managers and HR staff."
！ Malou Roth, former vice president, human resources and training and development, Molex Incorporated
"Whether you are new to supervision or a seasoned veteran, this book is a must!"
！ Marla Holman, training director, Western States Envelop
"Brimming with practical advice, useful tips and techniques. All are based on Hale's keen understanding of organizational challenges and how to navigate them successfully."
！ Carol MacKenzie, training and development manager, Quad/Tech, Inc., a subsidiary of Quad/Graphics
"Judy Hale has added another tool for HPT practitioners and managers, alike."
！ Dean Larson, department manager, Safety & Industrial Hygiene, U. S. Steel, Gary Works
"Does not give the reader the one way but instead provides a guide for experimentation that individuals such as I can fluff our chests out and shout 'Look what I did!'"
！ Tom Norfleet, manager of corporate services, Michigan Auto
"Speaks to project management and implementation issues that I face daily and addresses performance issues that I encounter as I lead cross-functional teams."！ Gwen Nichols-White, implementation manager, operations integration, U.S. Cellular
"This book takes the best theory around and turns it into a set of easy-to-use guidelines and tools for addressing each of the variables that influence human performance."
！ Brenda Sugrue, director of research, ASTD
"Great book! Invaluable practical advice, clear definitions, step-by-step guidelines, and examples that bring them alive! Judy takes the mystery out of managing people."
！ Bonnie Grabenhofer, vice president, Partners In Learning, Inc.
Everyday first-line managers and supervisors struggle with deficiencies and inequities in their organization, their leadership, and their people. Performance-Based Management recognizes that deficiencies exist and focuses on those things that first-line managers and supervisors can do to be more effective. It helps managers not only understand what people require to be effective in the workplace, it provides them with tools to assess organizational factors, identify barriers to performance, and convene and direct the appropriate resources to improve workplace performance.
Written by Judith Hale！ author of the best-selling Performance Consultant's Fieldbook！ Performance-Based Management comprehensively addresses the role of
Performance and Management
Information, Communication, and Performance Support Systems
Measures and Feedback
Rewards and Consequences
Performance Support Tools and Resources
Internal and External Consultants
Power and Politics
Message and Image Management