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S'està carregant… Flawless Consulting Set , Flawless Consulting (Second Edition) and The Flawless Consulting Fieldbookde Peter Block
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SAVE on our FLAWLESS SET! The set includes Flawless Consulting: A Guide to Getting Your Expertise Used, Second Edition and The Flawless Consulting Fieldbook and Companion: A Guide Understanding Your Expertise. About Flawless Consulting: For over fifteen years, consultants--both internal and external--have relied on Peter Block's landmark bestseller, Flawless Consulting, to learn how to deal effectively with clients, peers, and others. Using illustrative examples, case studies, and exercises, the author, one of the most important and well known in his field, offers his legendary warmth and insight throughout this much-awaited second edition. Anyone who must communicate in a professional context--and who doesn't?--will use the lessons taught in this book for years to come! About The Flawless Consulting Fieldbook and Companion: Following on the heels of the best-selling Flawless Consulting, Second Edition comes The Flawless Consulting Fieldbook and Companion. Whether you work as a consultant or you work with consultants, this relentlessly practical guide will be your best friend as you discover how consulting influences your business--and real life-decisions and those of others. Included are sample scenarios, case studies, client-consultant dialogues, hands-on tools, action plans, and implementation checklists. These products are also available separately. See More By This Author for details. No s'han trobat descripcions de biblioteca. |
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Google Books — S'està carregant… GèneresClassificació Decimal de Dewey (DDC)658Technology Management and auxiliary services ManagementLCC (Clas. Bibl. Congrés EUA)ValoracióMitjana:
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“Most people in staff roles in organizations are really consultants, even if they don’t officially call themselves ‘consultants,’” Block maintains. “Staff people function in any organization by planning, recommending, assisting or advising…” The difference between consulting and managing, he notes, is the difference between guiding actions and taking action: “The moment you take direct responsibility, you are acting as a manager” —which, of course, provides more support for the need for internal consultants to be able to facilely move from role to role while remaining cognizant of the benefits and risks which accompany those shifts. ( )