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Managing for Performance


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Table of Contents

Contents list Introduction Why performance management is a bigger challenge than ever before How to use the book Testing your skills Getting feedback from others Chapter 1 - Yourself Questions and skills analysis Being the best leader you can be Delivering results - what works Developing performance flexibility Creating a positive performance climate Honing your core skills - listening, feedback and coaching Creating a self development plan - setting your own performance goals Chapter 2 - Your people Understanding others - questions and skills analysis Motivation turned upside down Tapping into individual values Understanding Xs and Ys Managing the 3 Ps - poor performers, plateaued and potentials Developing your motivationsl map and people performance plan Chapter 3 - Your team Team performance - questions and skills analysis Teams - new structures, new success Analysing your team contribution - adding value Team processes - keeping your focus on the team A model for team success Creating a strategy for developing high performance teams Chapter 4 - The processes Understanding performance processes - questions and skills analysis Performance processes that work Measuring for success Rewarding for success Making the most of the review process Developing potential Creating a performance process plan Chapter 5 - The organisation Understanding the organisation - questions and skills analysis Getting to the heart of the organisation Understanding the impact of organisational change Working with the change process Supporting others through change Creating a strategy for change

About the Author

Pam Jones BA Hons MBA Pam Jones is Programme Director of The Performance Through People and Leading Complex Teams programmes at Ashridge Business School. Working with managers from all walks of life, Pam focuses on helping them discover ways to work more effectively with others and achieve better results. Through her research, teaching and writing, Pam aims to bring together the experience and practice of performance and people management, helping managers and leaders develop their skills to meet the challenges of today and the reality of tomorrow. Her previous publications include Delivering Exceptional Performance (Times Pitman 1996) and The Performance Management Pocket book (Management Pocket Books 1999).

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