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| 商品 | 説明 | 価格 |
|---|---|---|
 【中古】Krugman's Infectious Diseases of Children／Samuel Katz MD、Anne A. Gershon MD、Peter J Hotez MD PhD FAAP FASTMH 買取王子 | Samuel Katz MD／Anne A. Gershon MD／Peter J Hotez MD PhD FAAP FASTMH【商品状態など】中古品のため商品は多少のキズ・使用感がございます。画像はイメージです。記載ない限り帯・特典などは付属致しません。プロダクト、ダウンロードコードは使用できません。万が一、品質不備があった場合は返金対応致します。メーカーによる保証や修理を受けれない場合があります。(管理ラベルは跡が残らず剥がせる物を使用しています。）【2024/05/07 13:40:01 出品商品】 | 19,463円 |
 Steps in the Middle【電子書籍】[ Ernest Mhande ] 楽天Kobo電子書籍ストア | ＜p＞Based on a true life story: Mark had just turned five years old when Gabriel, his father is assassinated. He and his two sisters are raised by Agnes, their grandmother. Throughout his life, he struggles with the absence of Gabriel and the belief that the death of Gabriel spelt doom for his life. Circumstances around him seemed to corroborate his belief. Mark craves for guidance and direction from a male figure but he doesn’t get it. He suffers silently and hides the secret from everyone. His mother, Maria is employed miles away and hardly gets enough time to emotionally support her children. Maria is focused on providing the physical necessities but her children are at emotional breaking point. Suddenly, Mark gets into a frenzy of protecting his sisters from bullying and tries to fulfil the role of a father figure, in the absence of Gabriel. Mark is affected by society’s view of orphaned children, name calling, neglect and discrimination. He sets out to disprove societal prejudice. A few years later, he meets John Wood and Rose Henderson, whose mentoring skills and compassion radically changed his thinking. John mentors Mark through difficult moments in his life, helps him to answer many difficult questions and lays the responsibility for his family’s success on his shoulders. After a painful childhood, Mark rises to succeed against all odds and even ridiculers are left wondering.＜/p＞画面が切り替わりますので、しばらくお待ち下さい。 ※ご購入は、楽天kobo商品ページからお願いします。※切り替わらない場合は、こちら をクリックして下さい。 ※このページからは注文できません。 | 454円 |
 Set them up for Success A practical Approach to managing your team【電子書籍】[ Ernest Mhande ] 楽天Kobo電子書籍ストア | ＜p＞Many people are ushered into managerial positions without the required training. Some become managers through a promotion that comes in recognition of their technical expertise. Others become managers after receiving formal training. What makes the difference, does it matter how one gets to be a manager? Does the manager’s skills reflected in the team’s performance or is the performance of the team reflective of the manager? What about those who refuse to take responsibilities of managing others? Whether you believe managers should be trained first before taking on any role or not, we will mostly likely agree that knowledge of your team is very important.＜/p＞ ＜p＞In order to improve, managers need to deliberately set themselves to grow people skills; and pause, reflect and learn from past experience with their team. Technical competency alone is not usually useful in effectively managing a team. When technically competent employees are assigned to manage a team for the first time, they are often shocked to learn that managing people is actually a daunting task. New managers often confuse ‘telling their team what to do’ with managing the team. New manager often feel that they should know everything about the job of their subordinate and their communication or lack of it often determines success of failure. Success in managing a team does not come solely from what the manager communicates to the team. Policies and procedures do not cause managers to succeed. Managing a team successfully demands more from the manager than technical skills. Although words and written messages convey a huge portion of our communication with the team, researchers have found that teams are often inspired to act by how the manager makes the team feel. The extent to which the manager connects and inspires the team sets the tone for success or failure.＜/p＞ ＜p＞A Skilled manager often sets the team on the path to success by helping the team grasp the vision of the organisation and walking along with the team towards the vision. Mediocre managers point the vision and follow the team towards the vision. A Skilled manager doesn’t rely on formal authority to get results from the team; they rely on their knowledge of the team, their ability to connect and inspire the team. Skilled managers know have the balance right between tight and relaxed controls. They invest in and grow people; and they help individuals to leap higher and let them grow wings with time through provision of intentional growth opportunities. Skilled managers succeed with the team, their success is not individual. It comes from the grassroots, starting with the cleaner who keeps the machinery dust free.＜/p＞画面が切り替わりますので、しばらくお待ち下さい。 ※ご購入は、楽天kobo商品ページからお願いします。※切り替わらない場合は、こちら をクリックして下さい。 ※このページからは注文できません。 | 452円 |
 Set them up for success A practical approach to managing your team【電子書籍】[ Ernest Mhande ] 楽天Kobo電子書籍ストア | ＜p＞Many people are ushered into managerial positions without the required managerial training. Some become managers through a promotion that come in recognition of their technical expertise. Others become managers through formal management training. What makes the difference, does it matter how one get to be a manager? Does the manager’s skills reflect in team performance, are teams a reflection of their managers? Other people refuse to take responsibility of managing anyone, preferring to focus entire on their own work. No matter what our preference is, one way or the other someone has to manage the work of other people, to ensure that organised and coordinated process take place. What sets good managers from poor ones is the ability to reflect and learn from experiences of working with individual or teams, and build on those experiences. In order to improve, managers need to deliberately set themselves to grow in people skills.＜br /＞ Technical competency alone is not very useful in effectively managing a team or an individual. Technically competent people who are assigned to management roles are often shocked when they first realise that managing people is a daunting task. Managing an individual or a team is often misunderstood by those who come in management positions for the first time. New managers often confuse ‘telling their team what to do’ with managing the team. New manager often feel that they should know everything about the job their subordinates are performing. The manner in which a manager communicates and connects with his or her team sets apart a successful from unsuccessful manager. Success in managing a team does not come solely from what the manager communicates to the team, but even that which he or she does not have to say. Organisational policies and procedures manuals do not cause managers to succeed. Managing a team successfully demands more from the manager. Although words convey a huge portion of our communication, teams are often inspired to act by what is symbolised by the manager’s action. The inspiration from the manager can set the team on a path of success or failure. Skilled managers often set their teams on the path to success by helping them grasp the vision of the organisation and walking with them towards the vision, while mediocre managers point the vision to their team and walk behind the team towards the vision. Skilled managers don’t rely on their formal position to influence and inspire their teams; they rely on how they make the team feel to fuel excellent performance. Skilled managers find the balance between tight and relaxed controls. Skilled managers invest and grow their people and prepare them to leap higher, by providing them with calculated growth opportunities. Managers succeed with their people, their success is not individual but it comes from the grassroots. It starts with the cleaner who is keeping the machinery dust free.＜/p＞画面が切り替わりますので、しばらくお待ち下さい。 ※ご購入は、楽天kobo商品ページからお願いします。※切り替わらない場合は、こちら をクリックして下さい。 ※このページからは注文できません。 | 360円 |
 Steps in the Middle【電子書籍】[ Ernest Mhande ] 楽天Kobo電子書籍ストア | ＜p＞Based on a true life story: Mark had just turned five years old when Gabriel, his father is assassinated. He and his two sisters are raised by Agnes, their grandmother. Throughout his life, he struggles with the absence of Gabriel and the belief that the death of Gabriel spelt doom for his life. Circumstances around him seemed to corroborate his belief. Mark craves for guidance and direction from a male figure but he doesn’t get it. He suffers silently and hides the secret from everyone. His mother, Maria is employed miles away and hardly gets enough time to emotionally support her children. Maria is focused on providing the physical necessities but her children are at emotional breaking point. Suddenly, Mark gets into a frenzy of protecting his sisters from bullying and tries to fulfil the role of a father figure, in the absence of Gabriel. Mark is affected by society’s view of orphaned children, name calling, neglect and discrimination. He sets out to disprove societal prejudice. A few years later, he meets John Wood and Rose Henderson, whose mentoring skills and compassion radically changed his thinking. John mentors Mark through difficult moments in his life, helps him to answer many difficult questions and lays the responsibility for his family’s success on his shoulders. After a painful childhood, Mark rises to succeed against all odds and even ridiculers are left wondering.＜/p＞画面が切り替わりますので、しばらくお待ち下さい。 ※ご購入は、楽天kobo商品ページからお願いします。※切り替わらない場合は、こちら をクリックして下さい。 ※このページからは注文できません。 | 454円 |
 Set them up for Success A practical Approach to managing your team【電子書籍】[ Ernest Mhande ] 楽天Kobo電子書籍ストア | ＜p＞Many people are ushered into managerial positions without the required training. Some become managers through a promotion that comes in recognition of their technical expertise. Others become managers after receiving formal training. What makes the difference, does it matter how one gets to be a manager? Does the manager’s skills reflected in the team’s performance or is the performance of the team reflective of the manager? What about those who refuse to take responsibilities of managing others? Whether you believe managers should be trained first before taking on any role or not, we will mostly likely agree that knowledge of your team is very important.＜/p＞ ＜p＞In order to improve, managers need to deliberately set themselves to grow people skills; and pause, reflect and learn from past experience with their team. Technical competency alone is not usually useful in effectively managing a team. When technically competent employees are assigned to manage a team for the first time, they are often shocked to learn that managing people is actually a daunting task. New managers often confuse ‘telling their team what to do’ with managing the team. New manager often feel that they should know everything about the job of their subordinate and their communication or lack of it often determines success of failure. Success in managing a team does not come solely from what the manager communicates to the team. Policies and procedures do not cause managers to succeed. Managing a team successfully demands more from the manager than technical skills. Although words and written messages convey a huge portion of our communication with the team, researchers have found that teams are often inspired to act by how the manager makes the team feel. The extent to which the manager connects and inspires the team sets the tone for success or failure.＜/p＞ ＜p＞A Skilled manager often sets the team on the path to success by helping the team grasp the vision of the organisation and walking along with the team towards the vision. Mediocre managers point the vision and follow the team towards the vision. A Skilled manager doesn’t rely on formal authority to get results from the team; they rely on their knowledge of the team, their ability to connect and inspire the team. Skilled managers know have the balance right between tight and relaxed controls. They invest in and grow people; and they help individuals to leap higher and let them grow wings with time through provision of intentional growth opportunities. Skilled managers succeed with the team, their success is not individual. It comes from the grassroots, starting with the cleaner who keeps the machinery dust free.＜/p＞画面が切り替わりますので、しばらくお待ち下さい。 ※ご購入は、楽天kobo商品ページからお願いします。※切り替わらない場合は、こちら をクリックして下さい。 ※このページからは注文できません。 | 452円 |
 Set them up for success A practical approach to managing your team【電子書籍】[ Ernest Mhande ] 楽天Kobo電子書籍ストア | ＜p＞Many people are ushered into managerial positions without the required managerial training. Some become managers through a promotion that come in recognition of their technical expertise. Others become managers through formal management training. What makes the difference, does it matter how one get to be a manager? Does the manager’s skills reflect in team performance, are teams a reflection of their managers? Other people refuse to take responsibility of managing anyone, preferring to focus entire on their own work. No matter what our preference is, one way or the other someone has to manage the work of other people, to ensure that organised and coordinated process take place. What sets good managers from poor ones is the ability to reflect and learn from experiences of working with individual or teams, and build on those experiences. In order to improve, managers need to deliberately set themselves to grow in people skills.＜br /＞ Technical competency alone is not very useful in effectively managing a team or an individual. Technically competent people who are assigned to management roles are often shocked when they first realise that managing people is a daunting task. Managing an individual or a team is often misunderstood by those who come in management positions for the first time. New managers often confuse ‘telling their team what to do’ with managing the team. New manager often feel that they should know everything about the job their subordinates are performing. The manner in which a manager communicates and connects with his or her team sets apart a successful from unsuccessful manager. Success in managing a team does not come solely from what the manager communicates to the team, but even that which he or she does not have to say. Organisational policies and procedures manuals do not cause managers to succeed. Managing a team successfully demands more from the manager. Although words convey a huge portion of our communication, teams are often inspired to act by what is symbolised by the manager’s action. The inspiration from the manager can set the team on a path of success or failure. Skilled managers often set their teams on the path to success by helping them grasp the vision of the organisation and walking with them towards the vision, while mediocre managers point the vision to their team and walk behind the team towards the vision. Skilled managers don’t rely on their formal position to influence and inspire their teams; they rely on how they make the team feel to fuel excellent performance. Skilled managers find the balance between tight and relaxed controls. Skilled managers invest and grow their people and prepare them to leap higher, by providing them with calculated growth opportunities. Managers succeed with their people, their success is not individual but it comes from the grassroots. It starts with the cleaner who is keeping the machinery dust free.＜/p＞画面が切り替わりますので、しばらくお待ち下さい。 ※ご購入は、楽天kobo商品ページからお願いします。※切り替わらない場合は、こちら をクリックして下さい。 ※このページからは注文できません。 | 360円 |
 100 Years Of Subatomic Physics【電子書籍】[ Ernest M Henley ] 楽天Kobo電子書籍ストア | ＜p＞By year 1911 radioactivity had been discovered for over a decade, but its origin remained a mystery. Rutherford's discovery of the nucleus and the subsequent discovery of the neutron by Chadwick started the field of subatomic physics ー a quest for understanding the fundamental constituents of matter.This book reviews the important achievements in subatomic physics in the past century. The chapters are divided into two parts: nuclear physics and particle physics. Written by renowned authors who have made major developments in the field, this book provides the academics and researchers an essential overview of the present state of knowledge in nuclear and particle physics.＜/p＞画面が切り替わりますので、しばらくお待ち下さい。 ※ご購入は、楽天kobo商品ページからお願いします。※切り替わらない場合は、こちら をクリックして下さい。 ※このページからは注文できません。 | 4,313円 |