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  • 1
    Book
    Book
    Glenview/Ill. u.a. : Scott, Foresman and Co.
    ISBN: 0673156176
    Language: English
    Pages: 251 S
    Series Statement: Organizational behavior and psychology series
    DDC: 303.3/4
    RVK:
    RVK:
    Keywords: Success in business ; Mentoring in business ; Mentoring in the professions
    Note: Bibliography: p. 232-242
    Library Location Call Number Volume/Issue/Year Availability
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  • 2
    ISBN: 081916755X
    Language: English
    Pages: XIII, 252 S. , graph. Darst.
    Edition: Reprint
    DDC: 303.34
    RVK:
    RVK:
    Keywords: Comportement organisationnel ; Mentorat ; Mentorat dans les affaires ; Mentorat dans les professions libérales ; Relations humaines ; Succès dans les affaires ; Mentor ; Karriere ; Karriere ; Mentor
    Library Location Call Number Volume/Issue/Year Availability
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  • 3
    Book
    Book
    Lanham [u.a.] : University Press of America
    ISBN: 081916755X , 9780819167552
    Language: English
    Pages: XIII, 252 S. , graph. Darst. , 23 cm
    Edition: Reprinted, orig. publ.: Glenview, Ill. : Scott Foresman, c1985
    DDC: 303.3/4
    RVK:
    Keywords: Success in business ; Mentoring in business ; Mentoring in the professions ; Interpersonal relations ; Organizational behavior ; Mentor
    Note: Originally published: Glenview: Scott, Foresman, 1985
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  • 4
    ISBN: 9781639295661 , 1639295666
    Language: English
    Pages: 1 online resource (1 audio file (07 hr., 25 min.))
    Edition: [First edition].
    DDC: 650.1/3
    Keywords: Success in business ; Interpersonal relations ; Downloadable audio books ; Audiobooks
    Abstract: THE MUST-HAVE GUIDE TO MENTORING For managers. For entry level. For executives. For entrepreneurs. For everyone. With job mobility increasing, globalization expanding, and technology advancing, you need more than a steady job and a solid network to keep your career on track. You need mentors--to learn and to grow--whether you're just starting out, are firmly established, or at the top of your profession. Everyone has something to learn, and everyone has something to teach. Introducing Strategic Relationships at Work: The first comprehensive mentoring guide written specifically for 21st-century career building, this entrepreneurial approach to work relationships addresses the key issues of our time: Job Mobility: How to make personal connections you can transfer from job to job Globalization: What you can learn from new mentors in a larger global context Technology: How to engage with the latest advances in social media and technology Pace of Change: What you can do to keep up--with a little help from your friends Using simple tools and proven strategies, this essential guide shows you how to leverage the relationships you already have to map out a new developmental network that grows with your career. You'll learn the secrets of companies with excellent developmental cultures, including IBM, Procter & amp; Gamble, Sodexo, and KPMG. You'll discover the most effective ways to develop new talent in your workplace through formal programs that leverage mentors, sponsors, coaches, reverse mentors, and mentoring circles. You'll learn how leaders create work cultures where both formal and informal mentoring thrive. And you'll find handy charts and checklists to assess your work, your relationships, and your career path. MENTORING FOR THE NEW MILLENNIUM Whether you plan to move in and out of the workforce, make lateral or nontraditional career moves, or simply want to learn or teach new skills, Strategic Relationships at Work will help you take control of your destiny--and build the career or company that you envision. This powerful guide helps you leverage your interpersonal skills using the most effective tools available. You'll find ready-to-use checklists and worksheets, self-assessments, refl ective exercises, graphs, charts, and other visual tools to map out your own personal network of developers inside and outside of work. This is how you build a career that grows along with you. This is Strategic Relationships at Work. "Receiving and providing mentoring are crucial for professional growth at any age, but too often we leave these learning opportunities to chance. This much-needed book offers a smart, practical plan for taking charge of our own development by building authentic relationships throughout our careers."--JOHN R. RYAN, President and CEO, Center for Creative Leadership "Murphy and Kram show us why you can't go it alone--no matter how talented or hardworking you are--and that the best route to cultivating great mentors is learning to be a great mentee." -- SHEILA HEEN, coauthor of Thanks for the Feedback and Difficult Conversations "A perennial resource for people at all phases of their careers." -- RANDY EMELO, President and CEO, Triple Creek River "Life is tough enough--make it easier by reading this book and following the authors' insights." -- RICHARD BOYATZIS, PhD, coauthor of Primal Leadership
    Note: Online resource; title from title details screen (O'Reilly, viewed September 27, 2022)
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  • 5
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Directors of corporations ; Strategic planning ; Electronic books ; Electronic books ; local
    Abstract: Many studies have shown the importance of mentoring and coaching in supporting individuals' career and personal growth. However, changes in the career landscape in recent years, including global mobility, an increasingly diverse workforce and shortened job tenures, present managers with new complexities and uncertainties. The notion that one mentor can meet all of an individual's developmental needs is often inconceivable. Instead, the authors argue that there are a number of network support roles beyond that of formal mentor. As individuals change roles, industries or organizations or relocate to different countries, they need to build a "personal board of advisors" that fits their careers and their busy lives. The authors' research suggests that individuals seek career and psychosocial support from multiple people. In their research the authors found that most of the members of people's personal boards of advisors played an active role in supporting the individuals' career and personal development. However, some individuals also mentioned the importance of people who had passed away but continued to motivate and inspire them. The authors identified six types of personal board members: personal guides, personal advisors, full-service mentors, career advisors, career guides and role models. TYPE I: Personal Guides A personal guide is someone who had a supportive relationship with the protégé in the past, but the two have limited or no current interaction. Personal guides may have been closer to the protégé in an earlier period, but now they are mainly considered to be role models or sources of motivation and inspiration. TYPE II: Personal Advisors Personal advisors frequently interact with protégés outside of work. They may serve as an emotional outlet or sounding board, offer friendship and/or provide acceptance and confirmation of one's capabilities. TYPE III: Full-Service Mentors Full-service mentors provide the protégé with a wide range of career and psychosocial support. These relationships are characterized by strong closeness and frequent interaction. TYPE IV: Career Advisors Career advisors have high levels of interaction with the protégé. Their support is predominantly instrumental and career related, involving job or professional needs. As a result, these relationships tend to be shorter in duration. TYPE V: Career Guides Career guides have limited interaction with the individual or have fairly limited relationships. Their involvemen...
    Note: Place of publication not identified. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed May 14, 2015)
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  • 6
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : Center for Creative Leadership
    Language: Undetermined
    Pages: 1 online resource
    Note: Title from content provider
    Library Location Call Number Volume/Issue/Year Availability
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  • 7
    ISBN: 9780071849906
    Language: English
    Pages: 1 online resource (26697 pages)
    Edition: 1st edition
    Keywords: Audiobooks ; local ; Audiobooks
    Abstract: THE MUST-HAVE GUIDE TO MENTORING For managers. For entry level. For executives. For entrepreneurs. For everyone. With job mobility increasing, globalization expanding, and technology advancing, you need more than a steady job and a solid network to keep your career on track. You need mentors--to learn and to grow--whether you're just starting out, are firmly established, or at the top of your profession. Everyone has something to learn, and everyone has something to teach. Introducing Strategic Relationships at Work: The first comprehensive mentoring guide written specifically for 21st-century career building, this entrepreneurial approach to work relationships addresses the key issues of our time: Job Mobility: How to make personal connections you can transfer from job to job Globalization: What you can learn from new mentors in a larger global context Technology: How to engage with the latest advances in social media and technology Pace of Change: What you can do to keep up--with a little help from your friends Using simple tools and proven strategies, this essential guide shows you how to leverage the relationships you already have to map out a new developmental network that grows with your career. You'll learn the secrets of companies with excellent developmental cultures, including IBM, Procter & Gamble, Sodexo, and KPMG. You'll discover the most effective ways to develop new talent in your workplace through formal programs that leverage mentors, sponsors, coaches, reverse mentors, and mentoring circles. You'll learn how leaders create work cultures where both formal and informal mentoring thrive. And you'll find handy charts and checklists to assess your work, your relationships, and your career path. MENTORING FOR THE NEW MILLENNIUM Whether you plan to move in and out of the workforce, make lateral or nontraditional career moves, or simply want to learn or teach new skills, Strategic Relationships at Work will help you take control of your destiny--and build the career or company that you envision. This powerful guide helps you leverage your interpersonal skills using the most effective tools available. You'll find ready-to-use checklists and worksheets, self-assessments, refl ective exercises, graphs, charts, and other visual tools to map out your own personal network of developers inside and outside of work. This is how you build a career that grows along with you. This is Strategic Relationships at Work. "Receiving and providing m...
    Note: Online resource; Title from title page (viewed June 27, 2014)
    Library Location Call Number Volume/Issue/Year Availability
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  • 8
    ISBN: 9780071824781 , 0071824782
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Parallel Title: Erscheint auch als
    Keywords: Success in business ; Interpersonal relations ; Electronic books ; Electronic books ; local
    Abstract: THE MUST-HAVE GUIDE TO MENTORING For managers. For entry level. For executives. For entrepreneurs. For everyone. With job mobility increasing, globalization expanding, and technology advancing, you need more than a steady job and a solid network to keep your career on track. You need mentors--to learn and to grow--whether you're just starting out, are firmly established, or at the top of your profession. Everyone has something to learn, and everyone has something to teach. Introducing Strategic Relationships at Work : The first comprehensive mentoring guide written specifically for 21st-century career building, this entrepreneurial approach to work relationships addresses the key issues of our time: Job Mobility: How to make personal connections you can transfer from job to job Globalization: What you can learn from new mentors in a larger global context Technology: How to engage with the latest advances in social media and technology Pace of Change: What you can do to keep up--with a little help from your friends Using simple tools and proven strategies, this essential guide shows you how to leverage the relationships you already have to map out a new developmental network that grows with your career. You'll learn the secrets of companies with excellent developmental cultures, including IBM, Procter & Gamble, Sodexo, and KPMG. You'll discover the most effective ways to develop new talent in your workplace through formal programs that leverage mentors, sponsors, coaches, reverse mentors, and mentoring circles. You'll learn how leaders create work cultures where both formal and informal mentoring thrive. And you'll find handy charts and checklists to assess your work, your relationships, and your career path. MENTORING FOR THE NEW MILLENNIUM Whether you plan to move in and out of the workforce, make lateral or nontraditional career moves, or simply want to learn or teach new skills, Strategic Relationships at Work will help you take control of your destiny--and build the career or company that you envision. This powerful guide helps you leverage your interpersonal skills using the most effective tools available. You'll find ready-to-use checklists and worksheets, self-assessments, refl ective exercises, graphs, charts, and other visual tools to map out your own personal network of developers inside and outside of work. This is how you build a career that grows along with you. This is Strategic Relationships at Work . "Receiving and providing me...
    Note: Includes bibliographical references and index. - Description based on print version record
    Library Location Call Number Volume/Issue/Year Availability
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  • 9
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : Center for Creative Leadership | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (28 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: There are subtle but potent differences in the ways decisions are made to promote men and women. This publication looks at these differences through a study conducted at one Fortune 500 company. It discusses the several ways that the promotion decision process can undermine women’s advancement and outlines strategies for making balanced decisions.
    Note: Online resource; Title from title page (viewed August 22, 1996)
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