The Manager's Guide to Effective MeetingsMcGraw Hill Professional, 22/10/2002 - 187 páginas Now translated into 11 languages! This reader-friendly, icon-rich series is must reading for all managers at every level All managers, whether brand new to their positions or well established in the corporate heirarchy, can use a little "brushing up" now and then. The skills-based Briefcase Books series is filled with ideas and strategies to help managers become more capable, efficient, effective, and valuable to their corporations. The Manager's Guide to Effective Meetings is a hands-on guide to planning and conducting meetings that fellow professionals will want to attend. It provides techniques for keeping a meeting focused and on target, reveals latest tools for meeting "virtually," and more. This latest addition to the popular Briefcase Books series will prove invaluable to anyone who has to plan or conduct meetings, in any environment. |
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... organization. There are some very good reasons why a smart manager does whatever it takes to make meetings better ... organizations do takes place in teams, meetings become the setting in which more of the really important work gets done ...
... organization. In the short term, bad meetings waste time, talent, and other resources. Inefficient meetings cost organizations billions of dollars each year in lost time and lost opportunities. But those are just the measurable costs ...
... organization and maybe beyond. The skill to manage a meeting—to develop ideas, to motivate people and to move people ... organization. Here are just some of. Bad Meetings Make Bad Companies “Meetings matter because that's where an ...
Barbara J. Streibel. employees, and for the organization. Here are just some of the many possible benefits to be derived through meetings: • You can share information—and learn from your employees—in a setting that allows and even ...
... organization, and for your career. ❏. Good meetings allow you and your employees to discuss important issues and reach decisions together, encourage your employees to develop their abilities to think critically, draw upon the ...
Índice
1 | |
10 | |
Chapter 3 Starting the Meeting | 42 |
Chapter 4 Conducting the Meeting | 62 |
Chapter 5 Closing the Meeting and Following Up | 89 |
Chapter 6 Techniques and Tools | 111 |
Chapter 7 UhOh Now What? Problems and Possibilities | 135 |
Chapter 8 Technological Tools and Meeting Virtually | 158 |
Index | 179 |