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Simon Beck entwickelt ein Pilotprojekt zur Einführung eines Skill-Management-Systems. Die Konzeption überträgt der Autor auf ein Praxisbeispiel und baut sie durch aktionsorientierte und Feedback-gesteuerte Entwicklungsarbeit aus.
Hilmar Sturm untersucht, in welcher Weise die Gesundheitsreformen der vergangenen Jahre in Deutschland zentrale personalwirtschaftliche Aspekte in Krankenhausern beruhren.
This book offers an essential manual for project managers, project management offices (PMO’s), trainers and consultants, addressing the psychological side of project management. Written by leading scholars in organizational psychology and by top experts in project management, it covers all major psychological topics that are key to project success. The book features dedicated chapters on leadership and teamwork, including virtual and intercultural cooperation, commitment and motivation of project teams. It adds a psychological perspective to personnel management, decision-making, information and knowledge management and communication in project work. Power, influencing tactics and other aspects of stakeholder management are covered, as well as project coaching, innovation and creativity, self-management and the management of conflicts, risks and crises.
The idea for this book grew out of the conference "Motivational Psychology of Ontogenesis" held at the Max Planck Institute for Human Development in Berlin, Germany, in May 1998. This conference focused on the interface of development and motivation and therefore brought together scholars from three major areas in psychology - developmental, motivational and lifespan.This combination of fields represents the potential influence of development on motivation and the potential role motivation plays in development and its major contexts of family, work and school. Thus, contributors were chosen to apply motivational models to diverse settings of human everyday life and in various age groups across the life span, ranging from early childhood to old age.
This book explores the Complementary Management Model. Building on extensive theoretical considerations on management and leadership, it outlines the seven elements of the model: the management actors (1) jointly fulfil management tasks (2) serving two management functions (3) by performing management routines (4) and applying formal management instruments (5), which requires management resources (6) and management unit structures (7). The key mechanisms of Complementary Management include the primacy of employee self-leadership, compensatory interventions of the line manager in the absence of such self-steerage, and active roles for senior managers and HR advisors in the management/leadersh...
First multi-year cumulation covers six years: 1965-70.
What does really matter for daily leadership? How would a good and effective manager be characterized? Daniel F. Pinnow describes in a very illustrative way the essentials of collaborating with people in the business environment. This standard reference book exists as a 4th edition in German and is also available in Chinese. It provides a comprehensive and easy-to-understand overview over the most important leadership approaches in theory and practice. The credo of the author is: Leadership is an art of creating a world where others would love to join in.
Mixed Methodology is a new star in the social science sky. More and more researchers are discontent with mono-method concepts for their research projects. They are trying new ways in combining or integrating different methods and methodological approaches. There are two debates in this field: the qualitative * quantitative controversy and the one-method * multi-method discourse. This book discusses those controversies and tries to give some reasons and examples for overcoming mono-method research in psychology.
As recently as one generation ago, the term organization was synonymous with stasis, reliability, hierarchy and disciplined productivity. The new guiding principles of management practise, meanwhile, are dynamism, flexibility, teams and emancipated interactivity. The new key term “network” has summed up these contemporary organizational trends. This study suggests the interpretation of networks as social capital of individuals and organizations. This understanding requires a theoretical and methodological refocusing on the actions of the organization’s members. The present study places a variant of action theory – socioeconomic exchange theory – centre stage, fuses this theory with the toolkit of social network analysis and puts the resulting synthesis to the test by examining cooperation among equal members of an organization.