Development for High Performance
Management Extra brings all the best management thinking together in one package.
The series fuses key ideas with applied activities to help managers examine and improve how they work in practice.
Management Extra is an exciting, new approach to management development. The books provide the basis for self-paced learning at level 4/5. The flexible learning structure allows busy participants to study at their own convenience, minimising time away from the job.
The programme allows trainers to quickly plan and deliver high quality, business-led courses. Trainers can select materials to meet the needs of their delegates, clients, and budget.
Each book is divided into themes of ideal length for delivering in a training session. Each theme has a range of activities for delegates to complete, putting the training into context and relating it to their own situation and business.
The books' lively style will stimulate further interest in the subjects covered. Guides for further reading and valuable web references provide a lead-in to further research.
Management Extra is based on the NVQ framework to ease the creation of Diploma, Post Graduate Diploma or NVQ programmes for managers. It is accredited with all leading awarding bodies.
* Authoritative but accessible and lively material
* New, exciting and flexible approach to management developmen
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Chapter 1 Development and improved performance
Chapter 2 Leading and coaching
Chapter 3 Mentoring and delegating
Chapter 4 Change and performance
Chapter 5 Evaluating performance
Other editions - View all
achieve agree aligned Antonioni 2000 areas assessment behaviour budget business goals coaching session competencies consider continuum customers Data Protection Act decision delegated tasks development activities development event development needs development planning development process discuss effective delegation effectiveness of development Elsevier Butterworth-Heinemann employee encourage ensure environment example Explore focus give high performance Human Resource Management identify improve individual and team individual development plans individual's Informal reviews investment involved issues leadership style learner learning cycle linked Management Extra measure monitoring non-managers normal distribution operate opportunities organisation's organisational strategy outcomes performance management performance review process Peter Drucker practice programme protege receiving feedback responsibility Revans role Rosabeth Moss Kanter Rover Car Sarah senior management situation skills Source staff development Stage Standard Chartered Bank standards team and individual team leader team members Torrington training and development undertake willingness workplace