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with fully corroborative evidence

 
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MessagePosté le: Mer 9 Nov - 08:09 (2016)    Sujet du message: with fully corroborative evidence Répondre en citant

Samardzija Feels Responsibility To MLBPA In Seeking Long Term Deal - RealGM Wiretap Jeff Samardzija admitted this week that he feels a responsibility to the MLBPA as he seeks a long-term contract extension.

"Without a doubt http://www.teamnfl49ersstore.com/Black-74-Joe-Staley-Womens-Jersey/ ," Samardzija said. "I've said it before: Personally, numbers and money don't really drive me. What does drive me is protecting and setting up the players behind me, the future generations, so that I'm not signing any of these crummy early deals for seven or eight years."

The Chicago Cubs have had talks about extending Samardzija's contract, but they have mainly led to trade rumors.
Wainwright Experiencing Abdominal Pain - RealGM Wiretap
Adam Wainwright is being sent back to St. Louis to be examined by a doctor after his workout was cut short by abdominal pain on Tuesday.

John Mozeliak said he wasn't "overly concerned," given the ailment is unrelated to the pitcher's arm.

The Cardinals are scheduled to update the right-hander's status after he sees doctors.
Diamondbacks May Fill Pitching Coach Vacancy Internally - RealGM Wiretap
The Arizona Diamondbacks have interviewed at least six coaches from their organization as they search for a new pitching coach.

The front office sat down with minor-league pitching coordinator Dan Carlson and rehab coordinator Brad Arnsberg, along with all four of their full-season affiliate pitching coaches -- Mike Parrott (Triple-A), Wellington Cepeda (Double-A), Gil Heredia (High-A) and Doug Bochtler (Low-A).

There are also a number of outside candidates for the position, including Gil Patterson, who has spent the past three seasons as the New York Yankees' minor-league pitching coordinator, and Garvin Alston, who just completed his first season in the same role with the Oakland Athletics.
锘? ?I never get to the truly managerial parts of my own job.? ?I?m staying too late at night and working too many weekends.? ?_________ is really ready to advance but I have no job to promote himher to right now? ?If I don?t give my best people some new challenges soon, I may lose them.? Sound familiar? Is this what you find yourself saying (or thinking) these days? You?ve tried all the time management techniques. You?ve even upgraded your software and tried (unsuccessfully) to re negotiate your job objectives with your boss. And you have some talented people that are demotivated by doing the same duties month after month. Maybe it?s time to consider delegating an element or two of your job. Why We Don?t Like to Delegate But wait a minute! We managers are not natural delegators. We?re programmed to exercise our authority. We got to this exalted level in the organization by successfully solving problems, not passing them off to others. There are at least six reasons why we resist delegating a task or decision to our staff. Here they are below, along with our ?self talk? that accompanies them: 1. Power If I hold on to the task or at least retain the final say over it, I maintain control. They must continue to rely on me. No http://www.teamnfl49ersstore.com/Black-16-Joe-Montana-Womens-Jersey/ , thank you. I?ll do it myself and stay the ?boss.? 2. Trust I just don?t trust them to do the job properly (i.e. to my satisfaction and standards). They?re not ready yet, anyway. They lack the experience. Besides, if they blow the job or make a bad decision, it could be costly...and you know who will have to answer for that. No, it?s safer to do it myself. 3. Self Confidence If I hand off a basic duty or decision like this one, what will I do? Truth be told, I?m not sure how to do some of those higher level, strategic type tasks in my ?manager? job description. No, it?s easier for me to look busy and on the ball by doing lower level tasks that I know I can handle. 4. Fear My staff is already overloaded and they don?t hesitate to remind me of the fact. If I approach them with something new to do, they?ll be really angry. I can just hear them now, ?Oh yeah, and just which part of my job do you expect me to drop in order to do this extra work for you?? No, it?s just less confrontational to do it myself. 5. Time It will take too long to show them how to do this. Besides, I can have it done in the time it takes just to explain it to them. And this way I won?t have to spend time coaching and checking up on them. No, it?s less hassle to do it myself. 6. Feels Good! Man, I love that sense of accomplishment when I complete a task, make a decision http://www.teamnfl49ersstore.com/Black-78-Joe-Looney-Womens-Jersey/ , and solve a problem. I can check it off. I can tell others about it. Why would I want to give up this great feeling? No, I?ll hang on to the task, thank you very much. Why we shouldn?t resist it What you heard above is the view purely from the manager?s perspective. Now consider things from the manager as leader?s perspective. Here are three excellent reasons in favor of delegating: ? It frees you up to do the value added work you are paid for. This work typically involves higher level issues around strategic direction, resources, system problems, coaching, and interfacing with the wider organization and beyond. These challenges may put you on a steep learning curve but it is by performing this part of your job that you will ultimately succeed as a manager. ? It offers an opportunity to develop, motivate and assess employees. Many?not all?employees will be highly motivated by an assignment or new responsibility that invites them to grow, learn some new skills, enrich their job, and perhaps gain a higher profile. ? It builds accountability and independence in your staff. Management philosopher Peter Koestenbaum says that if a leader is not developing and supporting the accountability of his or her staff, heshe is, abandoning them (to dependency and stagnation). How to delegate First of all, select what to delegate. Pick a task or new responsibility that is perhaps less challenging to you but will stretch and develop the employee(s) in question. Then, stipulate the .
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