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Foreword | |
Preface | |
Acknowledgments | |
The Manager's Dilemma | p. 1 |
The High-Risk Profile: How to Identify Potentially Violent Employees | p. 5 |
The Actors: Employees Who Act Primarily on the Basis of Their Emotions | p. 15 |
The Fragmentors: Employees Who See No Continuity Between Actions and Results | p. 25 |
The Me-Firsts: Employees Who Focus Almost Exclusively on Their Own Needs | p. 35 |
The Wooden Sticks: Employees Who Approach Life Inflexibly | p. 45 |
The Mixed-Messengers: Employees Who Behave in Passive-Aggressive Ways | p. 55 |
The Escape Artists: Employees Who Avoid Reality | p. 65 |
The Shockers: Employees Whose Behaviors Change Suddenly, Dramatically, and/or for the Worse | p. 77 |
The Strangers: Employees Who Behave in Remote or Withdrawn Ways | p. 95 |
What You Must- and Must Not- Do as a Manager When Employees Behave in High-Risk Ways | p. 111 |
How Managers Unknowingly Encourage High-Risk Behaviors | p. 129 |
Preventive Steps Managers Can Take to Discourage High-Risk Behaviors: Changing Informal Policies | p. 151 |
Preventive Steps Managers Can Take to Discourage High-Risk Behaviors: Training, Behavioral Criteria, and Other Official Policies | p. 165 |
The Marketing Side: How to Deal with External and Internal Customers If a Crisis Occurs at Work | p. 191 |
Balancing Caution with Compassion | p. 203 |
Index | p. 205 |
Table of Contents provided by Blackwell. All Rights Reserved. |
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