Putting Management Back Into Performance: A handbook for managers and supervisors

James Webb

Published by Allen & Unwin Pty LTD, 2003
ISBN 10: 1865089656 / ISBN 13: 9781865089652
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Noticeably used book. Heavy wear to cover. Pages contain marginal notes, underlining, and or highlighting. Possible ex library copy, with all the markings/stickers of that library. Accessories such as CD, codes, toys, and dust jackets may not be included. Bookseller Inventory # 2584343704

About this title:

Synopsis: Most managers are under increasing pressure to achieve higher performance from less resources, in an increasingly dynamic and unpredictable operating environment, through a workplace that is becoming increasingly unmanageable!

But with the knowledge and tools to develop your abilities in managing the performance of your staff, you'll improve the performance of your business.

Performance management isn't just a once-a-year assessment; an effective manager will incorporate performance review and feedback as part of their day-to-day communications with employees.

Setting out seven strategies for how every manager and supervisor can be more effective in their performance management role, James Webb discusses the processes of assigning work, performance planning, employee development, understanding and responding to performance data, and accounting for the "unmanageable" in an open system. These largely business approaches are then balanced by the skills in giving performance feedback, in coaching and in managing difficult performers.

Finally, given that performance managements systems are a reality of life for many, the author provides practical approaches to meeting the needs of your own system while using the process in a way that is positive for your business and for your people.

About the Author: James Webb is a business and organisational consultant and researcher, having previously held senior management positions in the pharmaceutical and communications industries. He has worked in the field of business and personal performance for many years and has written and presented extensively on the subject. James has a particular interest in supporting managers in the practicalities of being more effective.

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Bibliographic Details

Title: Putting Management Back Into Performance: A ...
Publisher: Allen & Unwin Pty LTD
Publication Date: 2003
Binding: Paperback
Book Condition: POOR

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Book Description Allen & Unwin/Viva Books, 2004. Softcover. Condition: New. First edition. Most managers are under increasing pressure to achieve higher performance from less resource, in an increasingly dynamic and unpredictable operating environment, through a workplace that is becoming increasingly unmanageable! But with the knowledge and tools to develop your abilities in managing the performance of your staff, you ll improve the performance of your business. Performance management isn?t just a once-a-year assessment; an effective manager will incorporate performance review and feedback as part of their day-to-day communications with employees. Setting out seven strategies for how every manager and supervisor can be more effective in their performance management role, James Webb discusses the processes of assigning work, performance planning, employee development, understanding and responding to performance data, and accounting for the unmanageable in an open system. These largely business approaches are then balanced by the skills in giving performance feedback, in coaching and in managing difficult performers. Finally, given that performance managements systems are a reality of life for many, the author provides practical approaches to meeting the needs of your own system while using the process in a way that is positive for your business and for your people. Contents Acknowledgements ? Preface ? Introduction ? Part 1: Putting management back into performance ? Chapter 1: State of play ? Chapter 2: Putting management back into performance ? Part 2: Managing on the job - business performance ? Chapter 3: Off to a good start! - work assignment and planning ? Chapter 4: Employee development and performance agreements ? Chapter 5: What you don?t know could hurt you - understanding performance data ? Chapter 6: Managing work as an open system ? Part 3: Managing on the job - people performance ? Chapter 7: ?I wish I hadn?t said that!? - Performance feedback ? Chapter 8: Manager as coach ? Chapter 9: Coaching on the job ? Chapter 10: Managing difficult performers ? Part 4: ?Crunch time? - the formal review process ? Chapter 11: Principles of performance evaluation ? Chapter 12: Managing the formal review ? Part 5: Workplace renewal ? Chapter 13: Creating a high performance workplace ? Appendices ? Appendix 1: Example components of an open system of work Printed Pages: 312. Seller Inventory # 56723

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Book Description Allen & Unwin Pty LTD. Paperback. Condition: Very Good. A copy that has been read, but remains in excellent condition. Pages are intact and are not marred by notes or highlighting, but may contain a neat previous owner name. The spine remains undamaged. At ThriftBooks, our motto is: Read More, Spend Less. Seller Inventory # G1865089656I4N00

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Book Description ALLEN & UNWIN EPZ TITLES, 2004. Paperback. Condition: New. Seller Inventory # VIVA-9781865089652(2)

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Book Description Condition: Brand New. Brand New Original US Edition, Perfect Condition. Printed in English. Excellent Quality, Service and customer satisfaction guaranteed!. Seller Inventory # AINDN-24499

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Book Description Allen & Unwin, Crows Nest, Australia:, 2003. Softcover. Condition: Fine. Language: English. PB, 296pp. 1st edition, New book, may have light shelf wear. (Rústica, Como nuevo). Seller Inventory # 17185

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