Zustand: Very Good. Very Good condition. A copy that may have a few cosmetic defects. May also contain light spine creasing or a few markings such as an owner's name, short gifter's inscription or light stamp.
Zustand: As New. Like New condition. A near perfect copy that may have very minor cosmetic defects.
Sprache: Englisch
Verlag: Wiley & Sons, Incorporated, John, 2007
ISBN 10: 1882197380 ISBN 13: 9781882197385
Anbieter: Better World Books, Mishawaka, IN, USA
Zustand: Good. Pages intact with minimal writing/highlighting. The binding may be loose and creased. Dust jackets/supplements are not included. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.
Sprache: Englisch
Verlag: Center for Creative Leadership, 1998
ISBN 10: 1932973788 ISBN 13: 9781932973785
Anbieter: ThriftBooks-Atlanta, AUSTELL, GA, USA
Paperback. Zustand: Good. No Jacket. Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less.
Anbieter: Ria Christie Collections, Uxbridge, Vereinigtes Königreich
EUR 15,28
Anzahl: Mehr als 20 verfügbar
In den WarenkorbZustand: New. In.
Anbieter: Revaluation Books, Exeter, Vereinigtes Königreich
EUR 20,02
Anzahl: 2 verfügbar
In den WarenkorbPaperback. Zustand: Brand New. 1st edition. 26 pages. 9.00x6.00x0.25 inches. In Stock.
Sprache: Englisch
Verlag: CTR FOR CREATIVE LEADERSHIP, 1998
ISBN 10: 1882197380 ISBN 13: 9781882197385
Anbieter: moluna, Greven, Deutschland
EUR 21,69
Anzahl: Mehr als 20 verfügbar
In den WarenkorbZustand: New. KlappentextrnrnOn-the-job experiences are crucial for managerial development, and managers learn the most when they approach them with a variety of learning tactics. Of the four most commonly used tactics - feeling, action, thinking, and accessi.
Sprache: Englisch
Verlag: Center For Creative Leadership Mär 1998, 1998
ISBN 10: 1882197380 ISBN 13: 9781882197385
Anbieter: AHA-BUCH GmbH, Einbeck, Deutschland
Taschenbuch. Zustand: Neu. Neuware - On-the-job experiences are crucial for managerial development, and managers learn the most when they approach them with a variety of learning tactics. Of the four most commonly used tactics - feeling, action, thinking, and accessing others - people typically employ only one or two, thus limiting their learning and eventually their performance. This guidebook describes the four tactics in detail, giving examples of how they can be used. It also provides information on how to identify preferred tactics and how to develop nonpreferred ones.