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Based on the argument that employees cannot be empowered until they are competent performers, illustrates how on‐the‐job training (OJT) is essential to operationalizing learning organization concepts. While not a lost art, OJT needs to be revisited as a cornerstone of training theory and...
Argues that, as problems with sexual harassment in the workplace become more apparent, the development of a commonly accepted, behavioural‐based definition of the construct becomes crucial to our understanding of the phenomenon. Attempts to add to the development of this definition by assessing...
Coaching was, until recently, an unacknowledged tool of management. Now, with the popularity and increasing practice of empowerment, as well as a deeper understanding of how people learn, the performance benefits of coaching are becoming more widely known and accepted. Rather than being...
Examines the role of coaching as a management tool and its part in the management process. States that coaching plays an important part in improving individual performance as managers can delegate work to employees who do not have the skills necessary to perform the tasks but can be coached to...
Suggests why anticipating your boss’s reactions is important: it helps you to perform better, keeps you out of trouble and makes your job more pleasant. Proposes a four‐step process for understanding your boss (select a framework, understand and determine behaviour styles, and decide how to work...
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