Foster talent的問題，透過圖書和論文來找解法和答案更準確安心。 我們找到附近那裡買和營業時間的推薦產品

Too Proud to Lead: How Hubris Can Destroy Effective Leadership and What to Do about It

為了解決Foster talent的問題，作者Laker, Ben,Cobb, David,Trehan, Rita 這樣論述：

Too Proud To Lead is an exclusive study of the rise and fall of the world's biggest industries, teams and leaders. Punctuated with award-winning research and practical solutions against the systemic hubris plaguing today's organizations, the authors reveal exactly how confidence can sour into overco

nfidence - and why it can happen to anyone.Laying out the dangers of arrogant overconfidence for both individuals and organizations, Too Proud To Lead explores the economic and psychological costs of hubristic behaviour and argues for a new approach to leadership in order to avoid the pitfalls of hu

bris. With this easily-absorbed book, packed with checklists and key insights, readers acquire the essential arsenal of tools for understanding, identifying, anticipating and coping with hubris, in both themselves and in the workplace, leading to better lives and sustained success for years to come.

Too Proud To Lead guides readers on how to: - Speak up when no one wants to listen;- Challenge the status quo;- Create open and transparent cultures that promote inclusivity;- Foster positive recognition within an organization; and- Remove hubris and harassment from their workplace and life.Hubrist

ic behaviour is an age-old affliction, but signs point to it being on the rise in today's workplace. Illustrated with examples that some will be only too familiar due to the extensive media coverage of their decline, Too Proud To Lead provides the much-needed antidote to the hubris plague spreading

through the leadership of today. Professor Ben Laker is a renowned scholar and university educator who provides academic direction and leadership to research, executive development and education within the subject area of leadership at Henley Business School. He is highly experienced at leading en

gagements with executives of Fortune 500 firms, having served clients including Apple, Cisco and Lloyds Banking Group. His scholarly output appears in world-class journals, including the Harvard Business Review and the Washington Post. He is retained by the BBC, Bloomberg and Sky News to provide exp

ert commentary on business, economic and political affairs.David Cobb is CEO of the Oceanova group of companies. An inspirational entrepreneur with a passion for learning, David has launched and developed a string of successful businesses that challenge the prevailing narrative and provoke systemic

change. David’s latest project, The National Centre for Leadership and Management, brings together the finest minds in the thought leadership industry to deliver a refreshing new approach to executive education. David is an author, speaker and lecturer in his specialist topics of talent management,

innovation and leadership.Rita Trehan is a business transformation expert, public speaker and founder of Dare Worldwide Consultancy. She has over 30 years’ experience working for global companies such as Honeywell International and AGL Energy, and is the author of Unleashing Capacity: The Hidden Hum

an Resources.

Foster talent進入發燒排行的影片

旅館Z世代員工認知的工作資源和工作要求對服務行為之影響﹔以工作投入為中介變數

為了解決Foster talent的問題，作者陳柔慈 這樣論述：

隨著世代變遷，1995年至2009年出生的Z世代逐漸成為旅館產業主要的勞動力，世代間的工作價值觀有所差異，面對新世代的來臨，旅館應如何提供Z世代員工工作資源及對其的工作要求，以提升Z世代的工作投入與服務行為是當前需面對的問題。本研究以JD-R模型為基礎，目的為探討旅館Z世代員工認知的工作資源與工作要求對工作投入影響其服務行為。 本研究針對台灣觀光旅館Z世代員工進行研究調查，透過網路發放電子問卷連結，回收有效問卷共212份。研究結果發現旅館Z世代員工認知的工作資源正向影響認知的工作要求與工作投入，認知的工作要求不顯著影響工作投入，工作投入正向影響服務行為，工作投入在認知的工作資源

與服務行為之間具有完全中介作用，但認知的工作要求無法透過工作投入影響服務行為。本研究以旅館Z世代員工的觀點瞭解其認知的工作資源及要求，幫助旅館業界更加瞭解Z世代員工，並提供給餐旅學術界及旅館業界參考。

Creativity & Innovation: Theory, Research, and Practice

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為了解決Foster talent的問題，作者Plucker, Jonathan A., Ph.D. (EDT) 這樣論述：

Creativity and innovation are frequently mentioned as key 21st-century skills for career and life success. Indeed, recent research provides evidence that the jobs of the future will increasingly require the ability to bring creative solutions to complex problems. And creativity is often the spice of

life, that little extra something that makes the mundane into the interesting, making our routines into fresh new approaches to our daily lives. Over the past quarter century, our understanding of creativity has advanced significantly-we know more about what it is (and isn''t), we better understand

how to foster it, and we have deeper, more complex knowledge about how it relates to intelligence, leadership, personality, and other constructs. This book brings together some of the world''s best thinkers and researchers on creativity, innovation, and entrepreneurship to provide a comprehensive b

ut highly readable overview of these exciting, important topics. Prof. Jonathan Plucker is the Julian C. Stanley Endowed Professor of Talent Development at Johns Hopkins University, where he works in the School of Education and Center for Talented Youth.

併購中整合與自主兩難困境

為了解決Foster talent的問題，作者波西蒙 這樣論述：

摘要在當今的經濟活動中，併購是增長及獲得更多市場佔有率不可或缺的寶貴手段。儘管這種做法很受歡迎，但在併購中有很高的機率沒有達到預期程度。雖然許多因素決定成功或失敗，但沒有一個因素比在整合和自主間做出選擇更重要。然而，許多文獻與管理者心態卻呈現對這種兩難困境的誤解。整合和自主間兩難困境，遠不止是整合和自主之間的選擇。這項選擇會影響到管理過程、溝通、整合時間表和其他重要因素。本研究目的是提供深入瞭解在整合和自主間做出決定時的影響因素，並就如何將這些因素納入決策過程中提供建議。本研究主要的研究問題為，在併購後整合中，關於結構性整合決策是如何制定、溝通、執行和辯論以及所涉及的員工是如何影響這些決定。

在茵斯布魯克專業高等學院和一家在併購過程中投入大量資金的奧地利汽車銷售商，希望能夠透過併購提高該銷售商的市場佔有率的研究計畫中，文獻及案例研究的結果清楚地表明，公司太少強調「適當溝通」，而這取決於採用自主與整合之間的何種決策。通過對專家訪談、公司內部檔案和現有文獻分析，產出理論面和管理面啟示的結論。整合-自主的困境不是一個可以透過簡單的範本或步驟指南來解決的問題。決策者必須意識到管理因素，管理各個方面都必須受到「整合與自主」的決定，因而確認是否影響和調整併購。只有在溝通、受影響員工參與、可利用時間、整合時間長短和積極給予一定程度自主權等方面相互作用下，才能成功併購。關鍵詞: 併購、 整合-自主

困境、 併購後整合、併購管理、 改革管理、 溝通