Presents a guide for business leaders on the strategies for creating a positive working environment, drawing on case studies to demonstrate how to establish effective leadership practices.

Auteur

Jennifer Robin, Portland, Oregon-based writer & performance diva whose Little Beirut slices of public transit are gathered at Feral House in the coll., Death Confetti. Reading her brutally compassionate work is akin to watching a brawl betwixt Chas Bukowski, John Steinbeck, with Kathy Acker as referee, but better choreographed. Her subjects can include the Zonked Checker and The Crack Whore Morton Salt Girl, but what at first seems grotesque is an empathetic attentiveness. Her novel, Bouzi, was published by Creative Arts in 1999. A frequent GobQ contrib., Robin returns w/a parallel essay (in English/Icelandic/Croatian/Spanish) about the City That Works It: Safe Travels/Örugg ferðalög /Sigurno putovanje/Viajes Seguros.

Texte du rabat

The business leader's guide to creating a great workplace from the Great Place to Work Institute In this follow-up guide to The Great Workplace, experts from Great Place to Work(r) Institute, Inc. reveal the most common excuses managers use for why they can't create a great workplace. Authors Jennifer Robin and Michael Burchell poke holes in every single excuse. Whether the reasons involve the organization's leadership, employees, environment, or any other factor, the authors explain that if managers lead people properly, they can create a great workplace. The authors explore how managers can interrupt their own negative thought patterns and instead create lasting change, and they describe how great workplaces have surmounted very real difficulties with aplomb. Includes case studies, stories, tips, and tools for managers who want to transform their organizations From the experts at the Great Place to Work, a global research, consulting, and training firm that operates in nearly 50 countries * Proves that any and every organization can change for the better when managers have the right tools and mindset Creating a place where people want to work and want to succeed is the primary key to success for every manager. No Excuses shows that managers in any organization can transform their workplace--if they'll only get out of their own way first.

Contenu

Foreword by Amy Lyman ix Introduction: Creating a Great Workplace 1 1 The Anatomy of an Excuse 9 2 I Think [Like a Great Workplace Leader], Therefore I Am [a Great Workplace Leader] 25 3 We Are What We Repeatedly Do 45 4 I Didn't Have Enough Time to Do It Right 65 5 That's Just Not My Job 85 6 My Industry Is Different 105 7 It's Just Not the Right Time 127 8 I'd Be a Great People Manager if It Weren't for All the People 149 9 My Boss Ate My Homework 169 10 The "One Rule" for Excuses 187 Notes 195 Acknowledgments 201 About the Authors 205 Index 207