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Książki na temat „Manager’s culture”

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Data publikacji: 7 lipca 2024

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1

A manager's guide to corporate culture. New York, N.Y: Conference Board, 1989.

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2

Engineering, LLC Outcome. Just culture training for healthcare managers. Wyd. 4. Plano, TX: Outcome Engineering, LLC, 2008.

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Asplund, Gisèle. Women managers: Changing organizational cultures. Chichester: Wiley, 1988.

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Asplund, Gisèle. Women managers: Changing organizational cultures. Chichester: Wiley, 1988.

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5

1933-, Peterson Richard B., red. Managers and national culture: A global perspective. Westport, Conn: Quorum Books, 1993.

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Gonzalez, Ricardo L. Corporate culture modification: A guide for managers. Manila, Philippines: National Book Store, 1987.

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Bellingham, Richard. The manager's pocket guide to corporate culture change. Amherst, Mass: HRD Press, 2001.

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8

B, Handy Charles. L' Olympe des managers: Culture d'entreprise et organisation. Paris: Editions d'Organisation, 1986.

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9

Pritchett, Price. High-velocity culture change: A handbook for managers. Dallas, Texas: Pritchett Publishing, 1994.

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10

Cowell, Frances. Crisis wasted?: Leading risk managers on risk culture. Chichester, West Sussex, United Kingdom: John Wiley & Sons, 2016.

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11

The clash of cultures: Managers managing professionals. Boston, Mass: Harvard Business School Press, 1991.

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12

Raelin, Joseph A. The clash of cultures: Managers and professionals. Boston, Mass: Harvard Business School Press, 1986.

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13

Frédéric, Livian Yves, i Burgoyne John, red. Middle managers in Europe. London: Routledge, 1997.

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14

A manager's guide to virtual teams. New York, NY: American Management Association, 2011.

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The culture game: Tools for the agile manager. Wyd. 2. [North Haven, Conn.]: New Technology Solutions, Inc., 2012.

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16

1933-, Maccoby Michael, red. Sweden at the edge: Lessons for American and Swedish managers. Philadelphia: University of Pennsylvania Press, 1991.

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association professionnelle des métiers de la création SMartBe. L'artiste et ses intermédiaires: Manager, agent, administrateur, diffuseur, directeur artistique ... Wavre (Belgique): Mardaga, 2010.

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Vierneisel, Beatrice. Rudolf Jahnke (1920-1981), ein Manager in der DDR: Aspekte der Kulturpolitik in den fünfziger Jahren. Schwerin: Der Landesbeauftragte für Mecklenburg-Vorpommern für die Unterlagen des Staatssicherheitsdienstes der Ehemaligen DDR, 2003.

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81 Challenges Smart Managers Face. Naperville: Sourcebooks, Inc., 2008.

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Guy, Vincent. The new international manager. London: Kogan Page, 1993.

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21

Creativity and Innovation for Managers. San Diego: Elsevier Science, 2009.

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22

Zisk, Kimberly Marten. Weapons, culture, and self-interest: Soviet defense managers in the new Russia. New York: Columbia University Press, 1997.

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23

Just ask leadership: Why great managers always ask the right questions. New York: McGraw-Hill, 2010.

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Russell, Keune, International Council on Monuments and Sites. International Committee on Cultural Tourism., International Council on Monuments and Sites. i World Tourism Organization, red. Cultural tourism: Tourism at world heritage sites : the site manager's handbook. Wyd. 2. Madrid: World Tourism Organization, 1993.

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Bellingham, Richard. The manager's pocket guide to spiritual leadership: Transforming dysfunctional organizations into healthy communities. Amherst, MA (22 Amherst Rd., Amherst 01002): HRD Press, 2001.

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The Manager’s Survival Guide. New York: McGraw-Hill, 2002.

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Brown, Andrew, Christopher T. Flinton, Josh Gibson, Brian Grant, Barrie Greiff, Duane Hagen, Stephen Heidel i in. Know Your Blind Spots. Redaktorzy Andrew Brown, Christopher T. Flinton, Josh Gibson, Brian Grant, Barrie Greiff, Duane Hagen, Stephen Heidel i in. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190697068.003.0009.

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This chapter focuses on blind spots, the qualities and behaviors that a manager brings to the workplace of which he or she is not aware. Three case studies are presented of managers who have both strengths and maladaptive work behaviors. Discussion follows about the potential impact of these blind spots before they are brought to the manager’s consciousness. Blind spots change over time, so managing them requires constant attention. Common interpersonal and workplace blind spots include those involved in the psychological contract around the themes of interpersonal predictability, psychological distance, dependency, change, and danger. Useful tools are presented, including the development of introspection, a personal perspective, and a work culture conducive to input from colleagues. While finding blind spots requires personal effort, courage, and determination, doing this psychological work will diminish their potentially destructive impact, will enhance the manager’s overall effectiveness, and will improve the workplace environment.

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The Global Manager’s Guide to Living and Working Abroad. ABC-CLIO, LLC, 2009. http://dx.doi.org/10.5040/9798400657559.

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Living and working abroad. Sounds glamorous—and maybe it is, if you’re posted to Hong Kong or Sydney. But what if your company sends you to Bangkok, Warsaw, or Manila? Many questions arise: Is it safe to go out at night? Do quality schools exist? How polluted is the air? Is public transportation handy? What’s the average monthly rent for a decent house? What inoculations should you get before you go? Can you find your favorite brand of toothpaste? The Global Manager’s Guide to Living and Working Abroad: Eastern Europe and Asia answers these and many other questions expats will have about the cities that companies send employees to most often in Eastern Europe and Asia, as well as Australia, New Zealand, and South Africa. Though the heart of the book is the city-by-city listing, it also includes tips on preparing for the move, dealing with culture shock, staying connected to the home front, understanding the psychological aspects of living abroad, country-specific business and social etiquette, and other topics of concern to workers sent abroad. The guide also includes information for corporate HR people: When a cost of living differential is appropriate and how to calculate it, how to obtain necessary work permits and visas, how to help employees stay as safe and secure as possible, and how to arrange for healthcare and insurance. Best of all, the information is up to date and comes right from the fresh research of Mercer—the consultancy many other companies turn to for advice and the latest facts regarding working and living conditions in all corners of the globe. That’s why this book will help expatriate employees feel at home in cities far from their native land whether it’s Seoul, Moscow, or Dubai.

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Oliver, Gillian. Organisational Culture for Information Managers. Chandos Publishing, 2011. http://dx.doi.org/10.1533/9781780632759.

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Oliver, Gillian. Organisational Culture for Information Managers. Elsevier Science & Technology, 2011.

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31

Organisational Culture for Information Managers. Elsevier Science & Technology, 2011.

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32

Marquardt, Michael, i Peter Loan. The Manager as Mentor. Greenwood Publishing Group, Inc, 2005. http://dx.doi.org/10.5040/9798400681981.

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One of the most valuable roles a manager can perform in today's rapidly changing environment is to mentor and inspire the people around them to learn. By nurturing talent, motivating individual development, and encouraging excellence, a manager's mentoring can enhance individual performance and the organization's prospects for success. Mentoring is not an easy skill to develop, and many managers, who may excel at leading or coaching, may be disasters as mentors when it comes to creating a bond and bringing out untapped qualities in others. The Manager as Mentor goes beyond traditional approaches to explore the newest techniques in mentoring and collaboration. Featuring personal development tools, worksheets, and references, The Manager as Mentor will enable managers to bring out the best in themselves, the people they guide, and their organizations. Mentoring is an age-old practice, tracing its roots in ancient Greek folklore to Odysseus' friend, Mentor, whom the Homeric hero entrusted as guide to his son's development. Today, with the ascendance of the knowledge age and the transformation of the workplace into an environment of continual learning, mentoring has emerged as one of the most important and valuable roles a manager can perform. By serving as a role model, providing feedback, nurturing talent, inspiring individual development, and facilitating excellence, a manager's mentoring strengthens relationships within the organization, and ultimately contributes to such critical factors as improved job performance, low turnover, and greater profitability. Mentoring is not an easy skill to attain, however, and many managers who may excel at leading teams or coordinating projects may be disasters as mentors. The Manager as Mentor explores emerging trends and approaches to help managers master the skills of effective mentoring—and enhance themselves, their proteges, and their organizations in the process. Drawing from extensive research, dozens of examples, and their own practical application in training managers around the world, the authors argue that exceptional mentoring skills can be developed. They guide the reader toward understanding the key roles that mentors play and the activities and techniques they can employ for maximum impact. Diagnostic exercises will help readers assess their strengths, weaknesses, and opportunities for development, and create a step-by-step action plan for achieving goals—either individually or in groups. The authors also offer an extensive listing of resources for more in-depth information on various aspects of mentoring, such as problem solving, active listening, and employee advocacy. Ultimately, The Manager as Mentor offers the tools by which managers can promote learning, empowerment, and insight to create vibrant organizational cultures.

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33

Management, British Institute of, red. Corporate culture: Reading list for managers. British Institute of Management, 1992.

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34

Peterson, Richard B. Managers and National Culture: A Global Perspective. Quorum Books, 1993.

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35

Macartney, Huw. The Bank Culture Debate. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198843764.001.0001.

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Following the global financial crisis and repeated scandals, US and UK state managers made substantial efforts to reform the culture of their banking sectors. This book argues though that they focused on an extremely narrow definition of bank culture. They did so for two reasons: firstly, because the structural pressures of financialization—which are a far more important driver of the problematic features of bank culture in Anglo-America—are harder to remedy; but secondly, state managers also used their bank culture response to tackle a legitimacy crisis facing their institutions of government. In so doing they abdicated responsibility for the real problems—of inequality and instability—associated with their respective financial systems. Drawing on interviews with over 150 bankers this book explains the strategies employed by state managers before then examining what has and has not changed in the culture of banking in the US and UK.

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36

Andersen, Michael. Culture of Predictable Sales: One Sales Manager's Journey. Essentia Business Publishers, 2020.

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37

Cowell, Frances, i Matthew Levins. Crisis Wasted?: Leading Risk Managers on Risk Culture. Wiley & Sons, Incorporated, John, 2015.

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Pritchett, Price, i Ron Pound. High Velocity Culture Change: A Handbook for Managers. Pritchett Publishing Company, 1993.

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Cowell, Frances, i Matthew Levins. Crisis Wasted?: Leading Risk Managers on Risk Culture. Wiley & Sons, Incorporated, John, 2015.

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Cowell, Frances, i Matthew Levins. Crisis Wasted?: Leading Risk Managers on Risk Culture. Wiley & Sons, Limited, John, 2015.

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41

Delavallée, Eric, Elsa Joly i Anne Yoldjian. La Culture d'entreprise pour manager autrement. Editions d'Organisation, 2002.

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42

Bal, Sukhwant. The Interactive Manager. Kogan Page Ltd, 1995.

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43

Press, Harvard Business School. The Clash of Cultures: Managers Managing Professionals. McGraw-Hill, 1992.

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Zofi, Yael. Manager's Guide to Virtual Teams. AMACOM, 2011.

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45

McMahon, Gladeana, Mary Joyce i Dawn Forman. Creating a Coaching Culture for Managers in Your Organisation. Taylor & Francis Group, 2013.

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Forman, Dawn, Mary Joyce i Gladeana McMahon, red. Creating a Coaching Culture for Managers in Your Organisation. Routledge, 2013. http://dx.doi.org/10.4324/9780203422519.

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McMahon, Gladeana, Mary Joyce i Dawn Forman. Creating a Coaching Culture for Managers in Your Organisation. Taylor & Francis Group, 2013.

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McMahon, Gladeana, Mary Joyce i Dawn Forman. Creating a Coaching Culture for Managers in Your Organisation. Taylor & Francis Group, 2013.

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McMahon, Gladeana, Mary Joyce i Dawn Forman. Creating a Coaching Culture for Managers in Your Organisation. Taylor & Francis Group, 2013.

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McMahon, Gladeana, Mary Joyce i Dawn Forman. Creating a Coaching Culture for Managers in Your Organisation. Taylor & Francis Group, 2013.

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