Getting things done : when you are not in charge

By: Bellman, Geoffry MMaterial type: TextTextPublication details: San Francisco : Berrett-Koehler Publishers, ©2001Edition: 2nd EditionDescription: xv, 156 pages : illustrationsISBN: 9781576751725 ; 1576751724 Subject(s): Leadership | Executive abilityDDC classification: 658.4092
Contents:
Introduction: You Are Not In Charge -- Ch. 1. A Model For Getting Things Done -- Ch. 2. "Why Is That Important?" -- Ch. 3. Pursuing Your Aspirations -- Ch. 4. Discovering Dreams -- Ch. 5. What Is Really Happening? -- Ch. 6. Build Common Understanding -- Ch. 7. Face The Politics -- Ch. 8. Seek The Priorities -- Ch. 9. Who Makes A Difference? -- Ch. 10. Enlist Able Partners -- Ch. 11. Controlling Work Dynamics -- Ch. 12. Dealing With Decision Makers -- Ch. 13. How Might You Help? -- Ch. 14. Find The Courage To Risk -- Ch. 15. Making Your Work Rewarding -- Ch. 16. Create Change -- Ch. 17. Actions That Get Things Done -- Conclusion: A Life Perspective On Leading Change.
Summary: Bellman shares his techniques for enlisting key people in the cause of getting work done when someone else is in control of the projec
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Holdings
Item type Current library Collection Call number Status Date due Barcode Item holds
Reference Books Reference Books Main Library
Reference 		Reference 658.4092 BEL (Browse shelf(Opens below)) Available 012637
Total holds: 0

Introduction: You Are Not In Charge --
Ch. 1. A Model For Getting Things Done --
Ch. 2. "Why Is That Important?" --
Ch. 3. Pursuing Your Aspirations --
Ch. 4. Discovering Dreams --
Ch. 5. What Is Really Happening? --
Ch. 6. Build Common Understanding --
Ch. 7. Face The Politics --
Ch. 8. Seek The Priorities --
Ch. 9. Who Makes A Difference? --
Ch. 10. Enlist Able Partners --
Ch. 11. Controlling Work Dynamics --
Ch. 12. Dealing With Decision Makers --
Ch. 13. How Might You Help? --
Ch. 14. Find The Courage To Risk --
Ch. 15. Making Your Work Rewarding --
Ch. 16. Create Change --
Ch. 17. Actions That Get Things Done --
Conclusion: A Life Perspective On Leading Change.

Bellman shares his techniques for enlisting key people in the cause of getting work done when someone else is in control of the projec

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