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Page 2 to 9: Start pages | Page 10 to 11: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Acknowledgments | Page 12 to 14: Yannick Trehorel – Preface | Page 15 to 17: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Foreword | Page 18 to 19: André Hamayon, Jacques Isoré and Jean-Pierre Testa – The Toolbox, instructions for use | Page 20 to 22: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Presentation | Page 23 to 26: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 1. Distinguish the different levels of management | Page 27 to 33: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 2. Assuming the 4 specific roles of the manager of managers | Page 34 to 40: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 3. Obtain from your hierarchy the means to exercise your responsibilities | Page 41 to 44: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 4. Establish cooperative relationships with your hierarchy | Page 45 to 48: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 5. Build your legitimacy as a manager of managers | Page 49 to 55: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 6. Integrate your identities as expert, manager and leader | Page 56 to 59: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 7. Develop the 12 key skills of the manager of managers | Page 60 to 66: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 8. Neutralize limiting beliefs | Page 67 to 69: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Presentation | Page 70 to 73: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 9. Build a clear and mobilizing vision | Page 74 to 76: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 10. Communicate your vision and share it | Page 78 to 81: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 11. Translate the strategy into an action plan | Page 82 to 88: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 12. Setting relevant objectives | Page 89 to 92: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 13. Strengthen motivation to achieve the objective | Page 93 to 96: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 14. Moving from the role entrusted to the role performed | Page 97 to 100: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 15. Set up a reporting system | Page 101 to 104: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 16. Define the rules of the game | Page 105 to 108: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 17. Practicing empowering delegations | Page 109 to 115: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 18. Adapt decision-making methods | Page 116 to 118: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Presentation | Page 119 to 122: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 19. Create a leadership zone with your managers | Page 123 to 126: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 20. Mobilize the 12 constant characteristics of a high-performance team | Page 127 to 130: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 21. Avoiding the 5 major dysfunctions of a management team | Page 131 to 134: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 22. Meeting the 3 types of needs of managers | Page 135 to 138: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 23. Develop cooperation and solidarity | Page 139 to 143: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 24. Use 8 keys to highlight differences | Page 144 to 147: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 25. Supporting the team life cycle | Page 148 to 151: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 26. Harmonize the managerial practices of your employees | Page 152 to 155: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 27. Choosing the appropriate means of communication | Page 156 to 158: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Presentation | Page 159 to 162: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 28. Setting an example | Page 163 to 166: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 29. Act on the manager motivation process | Page 167 to 173: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 30. Promote your managers | Page 174 to 180: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 31. Individualize recognition | Page 181 to 184: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 32. Helping a manager assert himself | Page 185 to 189: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 33. Strengthen managerial skills | Page 190 to 193: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 34. Use the “Performance/Skills” matrix | Page 194 to 201: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 35. Adapt your feedback to the situation | Page 202 to 205: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Presentation | Page 206 to 210: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 36. Adopt an attitude of cooperation | Page 211 to 214: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 37. Develop the relational maturity of managers | Page 215 to 221: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 38. Supporting your managers through coaching | Page 222 to 225: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 39. When and how to intervene with teams? | Page 226 to 232: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 40. Develop the emotional maturity of managers | Page 233 to 236: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 41. Practice the appropriate listening level | Page 237 to 240: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Presentation | Page 241 to 247: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 42. Adapt your management with ProcessCom® | Page 248 to 251: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 43. Managing a Worker type manager | Page 252 to 255: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 44. Managing a Perseverant type manager | Page 256 to 259: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 45. Managing an Empathetic type manager | Page 260 to 263: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 46. Managing a Dreamer type manager | Page 264 to 267: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 47. Managing a Rebel type manager | Page 268 to 271: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 48. Managing a Promoter type manager | Page 272 to 275: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Presentation | Page 276 to 279: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 49. Managing your managers remotely | Page 280 to 283: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 50. Managing in an intercultural context | Page 284 to 287: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 51. Managing an intergenerational team | Page 288 to 294: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 52. Clarify transversal relationships | Page 295 to 299: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 53. Understanding the different levels of a conflict | Page 300 to 306: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 54. Managing interpersonal conflicts | Page 307 to 313: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 55. Dealing with the emotional dimension of a conflict | Page 314 to 317: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 56. Choosing between arbitration or mediation? | Page 318 to 321: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Presentation | Page 322 to 325: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 57. Activate the 4 keys to successful change | Page 326 to 329: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 58. Transforming resistance into resources | Page 330 to 333: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 59. Positioning managers in a change | Page 334 to 337: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 60. Supporting the 5 stages of integrating change | Page 338 to 344: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 61. Managing changes in orientation | Page 345 to 348: André Hamayon, Jacques Isoré and Jean-Pierre Testa – Tool 62. Using digital tools for management? | Page 349 to 353: Glossary | Page 354 to 355: Bibliography | Page 356 to 364: End pages.
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