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Becoming a manager : how new managers master the challenges of leadership / Linda A. Hill.
Tipo de material:
TextoEditor: Boston, Mass. : Harvard Business School Press, 2003Edición: 2nd edDescripción: xix, 420 páginas : ilustraciones ; 24 cmTipo de contenido: - texto
- no mediado
- volumen
- 1591391822
- 9781591391821
- 658.409 H646ba 2003
Contenidos:
I. Learning what it means to be a manager. Setting the stage -- Reconciling expectations -- Moving toward a managerial identity -- II. Developing interpersonal judgment. Exercising authority -- Managing subordinates´ performance -- III. Confronting the personal side of management. Gaining self-knowledge -- Coping with the stresses and emotions -- IV. Managing the transformation. Critical resources for the first year -- Easing the transformation -- V. Dispelling the myths of management. Exercising influence without formal authority -- Building an effective team -- Learning for a lifetime -- Epilogue: Creating a culture of leadership and learning.
| Tipo de ítem | Biblioteca actual | Colección | Signatura topográfica | Estado | Notas | Fecha de vencimiento | Código de barras | Reserva de ítems | |
|---|---|---|---|---|---|---|---|---|---|
| Libro | Biblioteca Central | Colección General | 658.409 H646ba 2003 (Navegar estantería(Abre debajo)) | Disponible | GEN | 33409002373235 |
Total de reservas: 0
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| 658.409 G625w 2000 Working with emotional intelligence / | 658.409 H628m 1990 Mind of a manager, soul of a leader / | 658.409 H646b 1992 Becoming a manager : mastery of a new identity / | 658.409 H646ba 2003 Becoming a manager : how new managers master the challenges of leadership / | 658.409 I34 1994 Improving organizational effectiveness through transformational leadership / | 658.409 L791p 1994 El postmodernismo en la empresa / | 658.409 L842f 2006 FYI : para su perfeccionamiento : una guía para el desarrollo y la instrucción / |
Incluye bibliografía.
I. Learning what it means to be a manager. Setting the stage -- Reconciling expectations -- Moving toward a managerial identity -- II. Developing interpersonal judgment. Exercising authority -- Managing subordinates´ performance -- III. Confronting the personal side of management. Gaining self-knowledge -- Coping with the stresses and emotions -- IV. Managing the transformation. Critical resources for the first year -- Easing the transformation -- V. Dispelling the myths of management. Exercising influence without formal authority -- Building an effective team -- Learning for a lifetime -- Epilogue: Creating a culture of leadership and learning.
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