MARC Record from Marygrove College

LEADER: 04151cam a22006854a 4500
001 ocm57373767
003 OCoLC
005 20191109073359.9
008 041229s2005 nju 001 0 eng
010 $a 2004030896
040 $aDLC$beng$cDLC$dYDX$dUKM$dBAKER$dIXA$dVP@$dCOO$dBTCTA$dMUQ$dYDXCP$dCQU$dAU@$dOCLCQ$dIG#$dUKMGB$dTULIB$dBDX$dOCLCO$dOCLCF$dOCLCQ$dERR
015 $aGBA531034$2bnb
016 7 $a013174690$2Uk
019 $a224528760
020 $a047171853X$q(cloth ;$qalk. paper)
020 $a9780471718536$q(cloth ;$qalk. paper)
024 3 $a9780471718536
029 1 $aAU@$b000026523061
029 1 $aAU@$b000057341930
029 1 $aNZ1$b9067044
029 1 $aUNITY$b105866385
029 1 $aUKMGB$b013174690
035 $a(OCoLC)57373767$z(OCoLC)224528760
042 $apcc
050 00 $aHF5549.5.C6$bH65 2005
082 00 $a658.3/145$222
049 $aMAIN
100 1 $aHoover, John,$d1952-
245 14 $aThe art of constructive confrontation :$bhow to achieve more accountability with less conflict /$cJohn Hoover, Roger P. DiSilvestro.
260 $aHoboken, N.J. :$bJohn Wiley & Sons,$c©2005.
300 $axvii, 270 pages ;$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
500 $aIncludes index.
505 0 $aThe case for confrontation -- The conversation -- The commitment -- The covenant -- Confrontation -- Staying positive -- Changes and challenges -- Cementing the bond -- Celebrating the right things -- Plan for the peaks -- Rewards that resonate -- Building others.
520 1 $a"There is a seemingly endless supply of new and overhyped methodologies for helping businesses get things done. But none of those methodologies address one of the most fundamental problems in business today: our fear of face-to-face confrontation. The Art of Constructive Confrontation shows why confrontation isn't something we should fear at all, but is instead something we should embrace and use to our advantage. Constructive confrontation can be the difference between people just doing things and people getting things done."
520 8 $a"In The Art of Constructive Confrontation, authors John Hoover and Roger DiSilvestro present their straightforward, common sense system in three easy steps. First, any project undertaken must be treated like a promise, or covenant, between each team member and his or her team leaders. This covenant includes well-articulated and precise expectations so that each person knows what to do and when to do it. Second, planned follow-up meetings - or confrontations - must be scheduled and consistently conducted to ensure that everyone makes progress as expected and gets past surprise roadblocks. Finally, satisfactory completion of all goals must be celebrated and rewarded as a foundation for the next task or project."--Jacket.
590 $bInternet Archive - 2
590 $bInternet Archive 2
650 0 $aCommunication in personnel management.
650 0 $aInterpersonal confrontation.
650 0 $aConflict management.
650 6 $aCommunication en direction du personnel.
650 6 $aAffrontement (Relations humaines)
650 6 $aGestion des conflits.
650 7 $aCommunication in personnel management.$2fast$0(OCoLC)fst00870235
650 7 $aConflict management.$2fast$0(OCoLC)fst00874778
650 7 $aInterpersonal confrontation.$2fast$0(OCoLC)fst00977394
700 1 $aDiSilvestro, Roger P.,$d1947-
856 41 $3Table of contents$uhttp://catdir.loc.gov/catdir/toc/ecip055/2004030896.html
856 42 $3Contributor biographical information$uhttp://catdir.loc.gov/catdir/enhancements/fy0617/2004030896-b.html
856 42 $3Publisher description$uhttp://catdir.loc.gov/catdir/enhancements/fy0617/2004030896-d.html
938 $aBaker & Taylor$bBKTY$c27.95$d20.96$i047171853X$n0006205878$sactive
938 $aBrodart$bBROD$n03234819$c$35.00
938 $aBaker and Taylor$bBTCP$nBK0006654654
938 $aIngram$bINGR$n9780471718536
938 $aYBP Library Services$bYANK$n2188969
994 $a92$bERR
976 $a31927000605227