Gezonde generatiemix laat zien hoe je als leidinggevende de talenten van alle leeftijden echt benut en hoe je alle generaties succesvol laat samenwerken, met impact voor de mensen, de teams en de organisatie.
Laat je inspireren door inzichten van topbestuurders, wetenschappers en praktijkexperts over effectief leiderschap. Leer hoe je mensen in beweging brengt, vertrouwen creëert en richting geeft in tijden van verandering – met leiderschap dat impact maakt.
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The great boss simple success formula includes:--Hire only top-notch people--Put the right people in the right job--Listen to your staff--Remove frustration and barriers that fetter the people--Say 'thank you' publicly and privatelyJeffrey J. Meer
The Football Manager Guide to Football Management is for anyone who has ever believed that they could do a better job than their club’s manager. It’s for anyone who has ever tried to prove that point by taking the hot seat in the management simulation Football Manager. Meer
A leadership and learning expert shows you how to change your behavior, develop soft skills, and achieve personal and professional growth through a series of small experiments she calls “Flexing. Meer
A new theory of balanced leadership in projects
Leadership is not static. Instead, authority in projects shifts dynamically between project managers, individual team members, and sub-teams, depending on the situation. Meer
Drawing on the wisdom of an astonishing array of talented people – from elite athletes to top managers, from rulers of countries to rulers of global business empires – Alastair Campbell uses his forensic skills, as well as his own experience of politics and sport, to get to the heart of success. Meer
Learning Team Skills offers broad, practical coverage of team skills offered in a conversational tone that encourages reader participation.
Teams offer us many advantages as an organized way to accomplish tasks – but what are the best methods and practices for harnessing the full power of a team successfully? Meer
Developing Leadership Abilities, 2e
Arthur H. Bell, University of San Francisco
Dayle M. Smith, University of San Francisco
What makes a great leader? Meer
How do you, as a busy security executive or manager, stay current with evolving issues, familiarize yourself with the successful practices of your peers, and transfer this information to build a knowledgeable, skilled workforce the times now demand? Meer
Praise for the First Edition
“Why Great Leaders Don’t Take Yes for an Answer addresses a perennial and pernicious thorn in the leader’s side—the yes-men in every organization. Meer
The Manager’s Handbook for Corporate Security: Establishing and Managing a Successful Assets Protection Program, Second Edition, guides readers through today’s dynamic security industry, covering the multifaceted functions of corporate security and providing managers with advice on how to grow not only their own careers, but also the careers of those they manage on a daily basis. Meer
The third edition of Security Careers is the authoritative reference for current job descriptions and pay practices of security, compliance, and ethics occupations. Meer
From Corporate Security to Commercial Force: A Business Leader’s Guide to Security Economics addresses important issues, such as understanding security related costs, the financial advantages of security, running an efficient security organization, and measuring the impact of incidents and losses. Meer
This book is an edited selection of key research papers published in the field of tourism management during the past ten years. It seeks to take stock of some of the seminal developments in the literature and to examine the evolution of thinking and the development of the subject area, particularly in the emergence of research sub-areas. Meer
Effective Security Management, Sixth Edition teaches practicing security professionals how to build their careers by mastering the fundamentals of good management. Meer
Even today, many software projects still run catastrophically over schedule and budget; some organizations simply conclude that software development can’t be managed well. Meer
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