Managers as Facilitators: A Practical Guide to Getting Work Done in a Changing Workplace
Idioma: inglés
Editorial: Berrett-Koehler, 1999
- Tapa blanda
- Usado
Librería: World of Books Inc, Montgomery, IL, Estados Unidos de AmericaWorld of Books Inc
Vendedor de AbeBooks desde 23 de marzo de 2026
Condición: Usado - Aceptable
EUR 6,26
Cantidad disponible: 1 disponibles
Añadir al carritoDescripción del artículo del vendedor
Offers a practical, effective program to help transform leaders and managers in all types of organizations into skilled facilitators Teaches managers the facilitation skills they need to help their organizations improve productivity Includes real-life examples from manufacturing, telecommunications, health care, education, retail and other service businesses, and government and other non-profit organizations Today's managers are confronted with increasing pressure to produce more with fewer resources. In this pressure-packed environment, managers are finding that the old "direct-and-control" model simply does not work. People need more freedom to make decisions, respond quickly to their customers, and work together more effectively. Successful managers have learned how to use the role of facilitator to help people exercise this freedom to produce the results needed by their organizations. Managers As Facilitators presents a new, easy-to-understand model of facilitation that focuses on getting work done. It provides practical guidance for managers and leaders who need to be successful in this new role. Weaver and Farrell show managers how to use themselves in new ways, capitalize on group dynamics, and build effective work processes. They explain that to become a successful facilitator, one must recognize and use the four key elements of the facilitation model: 1. Task: Facilitators are clear about the work that groups must complete; task drives the actions of effective facilitators. 2. Self: Facilitators learn how to use themselves to help groups complete their tasks; facilitators do this by both using their own personal thoughts and feelings as a "barometer" for groups and modeling the types of behavior expected from others. 3. Group: Facilitators help groups understand the difference between normal interactions and those that are a problem; facilitators also help groups capitalize on conflict, rather than be disabled by it. 4. Process: Facilitators use three fundamental processes to help groups: planning, solving problems, and completing work; facilitators are skilled with a number of facilitation tools, using them to help groups run effective meetings, finish projects, etc. Managers As Facilitators offers readers practical ways to manage change and organizational boundaries to achieve the results they want. The authors explain how individuals, groups, and organizations experience change and work with boundaries-and what facilitators do to help. The book's final chapter synthesizes all the material by presenting "Quick Fixes" to common problems.…
N° de ref. del artículo CIN157675054XG
- Título
- Managers as Facilitators: A Practical Guide to Getting Work Done in a Changing Workplace
- Autor
- Weaver
- Editorial
- Berrett-Koehler
- Año de publicación
- 1999
- Estado
- Good
- Encuadernación
- Paperback
- Idioma
- inglés
- ISBN 10
- 157675054X
- ISBN 13
- 9781576750544
Teaches managers the facilitation skills they need to help their organizations improve productivity
Includes real-life examples from manufacturing, telecommunications, health care, education, retail and other service businesses, and government and other non-profit organizations
Today's managers are confronted with increasing pressure to produce more with fewer resources. In this pressure-packed environment, managers are finding that the old "direct-and-control" model simply does not work. People need more freedom to make decisions, respond quickly to their customers, and work together more effectively. Successful managers have learned how to use the role of facilitator to help people exercise this freedom to produce the results needed by their organizations.
Managers As Facilitators presents a new, easy-to-understand model of facilitation that focuses on getting work done. It provides practical guidance for managers and leaders who need to be successful in this new role. Weaver and Farrell show managers how to use themselves in new ways, capitalize on group dynamics, and build effective work processes. They explain that to become a successful facilitator, one must recognize and use the four key elements of the facilitation model:
1. Task: Facilitators are clear about the work that groups must complete; task drives the actions of effective facilitators.
2. Self: Facilitators learn how to use themselves to help groups complete their tasks; facilitators do this by both using their own personal thoughts and feelings as a "barometer" for groups and modeling the types of behavior expected from others.
3. Group: Facilitators help groups understand the difference between normal interactions and those that are a problem; facilitators also help groups capitalize on conflict, rather than be disabled by it.
4. Process: Facilitators use three fundamental processes to help groups: planning, solving problems, and completing work; facilitators are skilled with a number of facilitation tools, using them to help groups run effective meetings, finish projects, etc.
Managers As Facilitators offers readers practical ways to manage change and organizational boundaries to achieve the results they want. The authors explain how individuals, groups, and organizations experience change and work with boundaries-and what facilitators do to help. The book's final chapter synthesizes all the material by presenting "Quick Fixes" to common problems.
“Sinopsis” puede pertenecer a otra edición de este título.
Acerca del autor
John D. Farrell is a consultant, facilitator, speaker, trainer, and executive coach with an extensive background in strategic planning and management. Using his business and facilitation skills he has helped a wide variety of organizations develop new strategies, achieve goals, and create more productive, supportive work environments. His clients have included AT&T, the University of Minnesota, the Greater Minneapolis Chamber of Commerce, Hennepin County, Ramsey County, the Pillsbury Company, and Mike Veeck and the Saint Paul Saints Professional Baseball Club.
After earning a Bachelor of Science degree in Chemical Engineer- ing (University of Illinois), Mr. Farrell held management positions in the chemical industry (Technical Service Engineer with Dow Corning Corporation) and the food industry (Research Manager and Manager of Vendor Quality Improvement with The Pillsbury Company). He is currently Vice President of Member Services for the Greater Minneapolis Chamber of Commerce and founder of his own consult- ing firm, Facilitation Experts.
“Acerca de” puede pertenecer a otra edición de este título.
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