Being the Boss: the 3 Imperatives for becoming a Great Leader

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from your subordinates, from those above you, and from your peers and customers.

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Becoming critical: education, knowledge and action research

Most contemporary textbooks assume that questions about the aims and methods of educational research can be answered by reference to the aims and methods of the established sciences. Lovell and Lawson, for example, in their book on understanding educational research maintain that ‘the aims of research in education are the same as those of research in science generally’, while Travers’ well-known text is based on the assertion that educational research is ‘an activity directed towards the development of an organized body of scientific knowledge’

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Becoming agile How the seam approach to management builds adaptability

Becoming Agile: How the SEAM Approach to Management Builds Adaptability illustrates the process of becoming an agile organization. Reflecting the principles presented in The Agility Factor, readers are taken on a real-world journey of transformation and change

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Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships,Sustain Your Effectiveness

What distinguishes great leaders? Exceptional leaders capture passion. They lead for real: from the heart, smart and focused on the future, and with a commitment to being their very best.

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Becoming a Manager: How new managers master the challenges of leadership

In your career, or anyone's, there is one transition that stands out as the most crucial--going from individual contributor to competent manager.

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An Everyone Culture: Becoming a Deliberately Developmental Organization

In most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential.

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Becoming a Translator : An Introduction to the Theory and Practice of Translation

Introduction; External knowledge: the user's view; Internal knowlede : the translator's view; The process of translation; Drawing on experince: How being a translator is more than just being good at languages; Starting with people : Social interaction as the first key focus of tranlator's experience of the world; Working with people : The workplace as the interactive setting for specialized terminologies; Translation as an operation performed in and on languages;

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