The first 100 days of work on the new head office

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Uploaded: 16.05.2014
Content: 40516231938580.pdf (738,95 kB)

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Description

The book deals with the passage of the new head of the initial period of operation, provides an overview of the typical challenges with the recommendations to address them for a successful and fulfilling activities in the new position.

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Introduction
Finally happened! You - the new leader, the first face of the company, the head of a large department or small department, senior group leader of the project, etc. You have grown to a new position in the company, or it came from you long (or short) came to her, and what exactly - now you have subordinates, it is an outward sign of the head and different from other people.
Perhaps you are a leader for the first time in your career, peaking as a specialist, and further growth will automatically lead to a position where you will be evaluated on management rather than technical competence. It may also be that this is your next step on the already familiar to you a brighter path (labyrinth dangers) managerial route.
You started with the excitement of his duties as you get them to that point realized began to enter the business, meet with the staff, to delve into the problem and actively decide you deeper into the process of learning a new job, and it seems to begin to understand your maneuver.
But soon a new post to the joys of steel added grief, troubles, problems, and what used to be on the side seemed simple and straightforward, in fact, proved to be very difficult and not very clear. At the same time, you befalls an avalanche of calls, letters, meetings, communications, negotiations, documents are created by some kind of mixture information noise, a jumble of administrative events that you need to react, but you can and get lost and confused, unclear prioritize cases, their importance, urgency, ...
You try to keep the situation under control, but it begins a gradual immersion in the daily activities of everyday life, in small things, routine, followed by lost and begin to float away on the back burner of your great ideas and plans change, you will not become to them. And then you, in spite of all efforts, with surprise and dismay discover the first signs of discontent on the part of senior management, as well as a small problem is the interaction with subordinates.
You begin to realize that, perhaps, you make mistakes, missteps, the significance of which can not even properly assess, and often do not notice, and mistakes are not only inevitable in the initial stage, but also their own, brought about, not forced. There is confusion, doubt their abilities, increased suspicion of others, waiting for trouble. You begin to review the principles of their own hard-won and adjust plans seek to control their management activities, recalling that the trial period is not yet over, that if things go wrong, will not change your subordinates, and the head, and there may be unpleasant options.
Such a state, in varying degrees of intensity, experiencing most of the new leaders in the early period into new positions. But the majority still finds, including through trial and error, his way of "entry" into a new office. It should be understood that the objective is difficult to fit into a new environment, too many new issues, concerns, ideas, plans, events, people, tasks ...
This initial period of the head, a kind of "first 100 days", are not only the presidents and prime ministers, but also new leaders at every level. "The first 100 days" is very multi-faceted phenomenon, accompanied by the head constantly on the way upstairs to the movements on the horizontal management, as well as on the way down to his last few days of real work before retirement.
They must successfully pass the 100 days (notional figure may be 7 days and 30 days, depending on the situation). The beginning of this period coincides with the first day of the arrival of the head of a new position, and the end - maybe before the formal probation, coincide with this date or end after it.

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