{"title":"充分利用经理与员工的关系","authors":"","doi":"10.1002/mare.31082","DOIUrl":null,"url":null,"abstract":"<p>Managers differ in their ability to relate to the employees they supervise. Some are close to their subordinates and are highly regarded; others are not so close but are nevertheless respected. Still other managers hold no credibility with employees. It is the responsibility of top management to analyze each supervisor's strengths and weaknesses and to respond to them accordingly.</p>","PeriodicalId":100883,"journal":{"name":"Management Report for Nonunion Organizations","volume":"47 6","pages":"4-6"},"PeriodicalIF":0.0000,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Capitalize on Manager—Employee Relationships\",\"authors\":\"\",\"doi\":\"10.1002/mare.31082\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>Managers differ in their ability to relate to the employees they supervise. Some are close to their subordinates and are highly regarded; others are not so close but are nevertheless respected. Still other managers hold no credibility with employees. It is the responsibility of top management to analyze each supervisor's strengths and weaknesses and to respond to them accordingly.</p>\",\"PeriodicalId\":100883,\"journal\":{\"name\":\"Management Report for Nonunion Organizations\",\"volume\":\"47 6\",\"pages\":\"4-6\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2024-05-07\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Management Report for Nonunion Organizations\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/mare.31082\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Management Report for Nonunion Organizations","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/mare.31082","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Managers differ in their ability to relate to the employees they supervise. Some are close to their subordinates and are highly regarded; others are not so close but are nevertheless respected. Still other managers hold no credibility with employees. It is the responsibility of top management to analyze each supervisor's strengths and weaknesses and to respond to them accordingly.
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号
