Developing Management Skills: What Great Managers Know and Do
Published on 16. June 2007
Book
Paperback/Softback
411 pages
978-0-07-722595-7 (ISBN)
Description
Developing Management Skills by Baldwin/Bommer/Rubin distinguishes itself by exclusively focusing on teaching relevant skills, its learner-centered writing and its evidence-based foundation. This text's problem-based approach draws students in with several fundamental and specific questions or challenges in the Manage What? feature opening every chapter. The learner-centered writing style and the focus on the actual skills that matter to career success as well as the chapter ending Tool Kits make this text a keeper.
More details
Language
English
Place of publication
United States
Publishing group
McGraw-Hill Education - Europe
Target group
College/higher education
Illustrations
Illustrations
Dimensions
Height: 274 mm
Width: 216 mm
Thickness: 17 mm
Weight
903 gr
ISBN-13
978-0-07-722595-7 (9780077225957)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Timothy Baldwin | Bill Bommer | Robert Rubin
Managing Organizational Behavior: What Great Managers Know and Do
Book
03/2012
2nd Edition
McGraw Hill Higher Education
€138.64
Article is exhausted; no reprint
Previous edition
Timothy Baldwin | Bill Bommer | Carolyn Wiethoff
Developing Management Skills
What Great Managers Know and Do
Book
03/2007
McGraw Hill Higher Education
€63.13
Article exhausted; check for reprint
Content
INTRODUCTION: THE IMPORTANCE AND CHALLENGE OF LEARNING MANAGEMENT SKILLSI. PERSONAL SKILLSChapter 1: Personal EffectivenessChapter 2: CommunicationChapter 3: Problem Solving & EthicsII. INTERPERSONAL SKILLSChapter 4: MotivationChapter 5: Performance ManagementChapter 6: Power and InfluenceChapter 7: LeadershipIII. GROUP & ORGANIZATIONAL SKILLSChapter 8: Team Effectiveness & DiversityChapter 9: Conflict and NegotiationChapter 10: Making ChangeIV. CONCLUSION: BUILDING HIGH PERFORMANCE ORGANIZATIONS AND GREAT PLACES TO WORK