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People-Smart Leaders provides organizational leaders with a comprehensive process to improve the efficiency of the interpersonal performance of people and their working relationships. The key to improving operational efficiency, increasing employee retention and realizing higher profitability is to improve the interpersonal behaviors of your individual team members. As a result of improved collaboration and trust among team members, teamwork efficiency can increase your organization’s financial bottom line. Empirically defining behavioral performance standards provides the opportunity to measure, monitor and adjust to improve the efficiency of working relationships in a manner similar to that done to improve technical performances. People-Smart Leaders introduces the MBC Software® methodology, which measures the use of behavioral performance standards in real time. Leaders can use real time data to monitor individual performance, working relationships and the successful! implementation of strategies to improve performance and profits.
People-Smart Leaders shows you how to:
§ Develop the interpersonal behaviors that serve as standard operating procedures that drive the success of your organization. § Implement a management system to drive behavioral changes. § Quantify the use of these behaviors in real time to identify strengths and improvement opportunities. § Develop behavioral strategies to improve the people performance of your organization. § Manage the four energy systems impacting organizational change and the five sources of resistance to change. § Use the 7-step personal change process to improve individual performance.
The bottom line is that People-Smart Leaders encourages organizational leaders to establish a systemic process to improve the efficiency of the working relationships that determine the financial success of every organization.
Michael S. Cole, Ph.D., is a Senior Research Fellow and Lecturer at the University of St. Gallen, located in Switzerland. His interests revolve around the design and application of research designs to organizational and personnel problems, such as personnel selection/placement and readiness-assessment for organizational change. As an author, he has published more than thirty articles in academic and practitioner-related journals. Michael is currently involved in a longitudinal research project with several participating companies located throughout Europe, Asia, and the United States. The purpose of this research consortium is to determine the drivers and focusing variables that influence personal and organizational energy.
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