Reviews
June, who was the founder of the "Manziment Technology Based on Behavioral Economics" that had suddenly read the team and had a major impact on U.S. management, was the author of corporate consulting and humane engineering, based on behavioral analysis, and he wrote a book on real feedback technology for you and your team, six chapters in total, each with a discussion of the effect of meeting/acting/ small-tempering/communicative dialogue/ growing conversation. Each chapter, at the end of each
It's never easy to manage the role of a lalitus team leader. Because the top has to be balanced with the boss and the employee below. It's hard to fit any part of the top and the bottom together so that the team leader can handle it all, so it's true that the force is twice as strong, but only the person who has seen the pain can see it. If you suddenly become a team member without being prepared, you will be in a state of complete doubt about what to do. And then we can get help from this
Jun Ishida: I ended up being a team leader
Is the leader a real man or a manager? Suddenly, you're the leader of a team, and you've got real feedback technology for your team. Short, but powerful feedback technology for the "stack" team between the old and the new. Change your behavior, and you'll get better! A team leader and team member, as the behavioral science expert tells us, is growing in one minute every day, and it's up to 25 percent! No need to hold any useless meetings, no need to get on with the team, no matter how many times you're doing your team. You're a good team leader!
Korean title: 어쩌다 팀장
Korean author: 이시다 준
Korean publisher: 길벗
ISBN-13: 9791165215644
Reviews
June, who was the founder of the "Manziment Technology Based on Behavioral Economics" that had suddenly read the team and had a major impact on U.S. management, was the author of corporate consulting and humane engineering, based on behavioral analysis, and he wrote a book on real feedback technology for you and your team, six chapters in total, each with a discussion of the effect of meeting/acting/ small-tempering/communicative dialogue/ growing conversation. Each chapter, at the end of each
It's never easy to manage the role of a lalitus team leader. Because the top has to be balanced with the boss and the employee below. It's hard to fit any part of the top and the bottom together so that the team leader can handle it all, so it's true that the force is twice as strong, but only the person who has seen the pain can see it. If you suddenly become a team member without being prepared, you will be in a state of complete doubt about what to do. And then we can get help from this
