Gillen Assertiveness

1. Auflage 2008
ISBN: 978-1-78966-283-2
Verlag: Kogan Page
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 114 Seiten, Web PDF

Reihe: HR Toolkits

Some of the most common training challenges require quick and adaptable training solutions. This mini Toolkit provides just such a tool.

Organisational performance hinges on the way people interact and their ability to communicate clearly, honestly, openly and confidently. Assertiveness is not easily achieved: many employees lack the self confidence needed, while others mistake assertiveness for agression, errors that can lead to ineffective communication.

This resource contains 14 tried and tested activities suitable for a range of learning styles. It also offers practical techniques for assertive behaviour that can be applied in the workplace and beyond. Employing a cognitive approach to assertiveness, the toolkit encourages self analysis and will benefit any trainer, employee and organisation that uses it.

This resource is designed for anyone required to run a training course in assertiveness. It provides a comprehensive grounding in the subject and includes a host of new ideas that can be added to existing portfolios. It is fully adaptable for different training needs and all of the content can be downloaded making it the ideal resource for your training course.

Autoren/Hrsg.

Gillen, Terry

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftswissenschaften Wirtschaftswissenschaften: Berufe, Ausbildung, Karriereplanung
• Wirtschaftswissenschaften Betriebswirtschaft Management

Inhaltsverzeichnis

Chapter - 01: Why do we Need this Toolkit?; Chapter - 02: How this Toolkit will Help; Chapter - 03: The Activities; Chapter - 04: Are You a Modern Performance Manager?; Chapter - 05: What's in it for Whom?; Chapter - 06: Part of the Problem or Part of the Solution?; Chapter - 07: Identifying Key Performance Areas; Chapter - 08: Clarifying High Performance; Chapter - 09: Agreeing Objectives and Standards; Chapter - 10: Keeping Track of Performance; Chapter - 11: Performance Management and Your Management Style; Chapter - 12: The Elements of Good Performance; Chapter - 13: When Performance is Difficult to Quantify; Chapter - 14: Competencies and Effective Appraisal; Chapter - 15: Assessing Performance; Chapter - 16: Avoiding Bias; Chapter - 17: High-Quality Feedback - I; Chapter - 18: High-Quality Feedback - II; Chapter - 19: High-Quality Feedback - III; Chapter - 20: Assertive Appraisal - I; Chapter - 21: Assertive Appraisal - II; Chapter - 22: Resolving Typical Appraisal Problems; Chapter - 23: Improving as an Appraiser - I; Chapter - 24: Improving as an Appraiser - II; Chapter - 25: Agreeing Role Clarity; Chapter - 26: Agreeing Objectives and Performance Standards; Chapter - 27: 360-Degree Feedback - I; Chapter - 28: 360-Degree Feedback - II; Chapter - 29: Deciding If You Have a Performance Problem; Chapter - 30: Identifying the Reasons for Poor Performance; Chapter - 31: Investigating and Assessing a Performance Problem; Chapter - 32: Writing Performance-Improvement Plans; Chapter - 33: Roles and Responsibilities in Staff Development; Chapter - 34: The 'Added-Value' Approach to Development; Chapter - 35: Developing Staff without Really Trying - I; Chapter - 36: Developing Staff without Really Trying - II; Chapter - 37: Attitudes to Appraisal and Performance Management; Chapter - 38: Self-Appraisal; Chapter - 39: Making the Case for a Coherent Performance Management Process - I; Chapter - 40: Making the Case for a Coherent Performance Management Process - II; Chapter - 41: Making the Case for a Coherent Performance Management Process - III; Chapter - 42: Designing an Appraisal Process to Fit your Organisation; Chapter - 43: Draft Documentation - Performance Development Process; Chapter - 44: Appraisal Briefing Session; Chapter - 45: Handouts; Chapter - 46: Clarifying Performance Expectations; Chapter - 47: Agreeing Objectives and Performance Standards; Chapter - 48: Monitoring Performance; Chapter - 49: Assessing Performance; Chapter - 50: Avoiding Unintentional Bias; Chapter - 51: Giving Constructive Feedback; Chapter - 52: How to Be Assertive in Discussions with Staff; Chapter - 53: Tips for a Good Appraisal and FAQs; Chapter - 54: Taking Action to Help Under-Performers; Chapter - 55: Developing Staff Ability to Perform Well; Chapter - 56: Links and Resources; Chapter - 57: Off the Shelf Programmes; Chapter - 58: Learning Log

Über Autor(innen)

Gillen, Terry
Terry Gillen is a consultant, trainer and author specialising in subjects that improve people's performance, relationships and well-being. Working successfully with many well known organisations, writing numerous books and articles and consulting on videos and e-learning programmes, he has helped thousands of people become more assertive. Terry also has an extensive track record of writing excellent material for other trainers, not only saving them valuable time but providing them with easy-to-use professional tools that make a real impact.