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Written by a successful career coach who herself has climbed the federal career ladder and served as a hiring manager, this indispensable book is the ultimate guide to securing a job in government work. How to Land a Top-Paying Federal Job steers federal applicants through every stage of their job search--from finding unadvertised openings and getting interviews to sealing enviable deals and even getting promoted. You’ll gain insights from more than one hundred federal hiring managers, and learn the secrets to impressing these gatekeepers online, on paper, and in person. This updated second edition includes: more get-ahead tips, the latest hiring advice on writing winning applications, expanded directories for internships, listings of fast-track management training programs and fellowships, and information on emerging helpful websites and other resources. Complete with a companion CD filled with sample resumes, checklists, and templates, How to Land a Top-Paying Federal Job gives business professionals with big dreams of climbing the federal career ladder the inside scoop on landing some of the nation's most secure, well-paying, and rewarding jobs.
Public policy makers and managers in public administration operate under a unique set of circumstances that differ significantly from those in the private sector. Collaboration through networks is a feature of both sectors, but in the private sector it is often characterized by partnerships and alliances meant to benefit a particular company or industry, whereas collaboration through networks in the public sector involve disparate organizations working toward a common goal and not merely to enhance the performance of one among them. Therefore, much of the work that has been published in the business management literature on collaboration through networks does not apply wholesale, without revisions, to the public sector. Mandell and her contributors fill that gap by bringing together academic and practitioner perspectives into a coherent, holistic examination of the operative processes in public-sector networks and network structures. Networks and network structures by definition imply interactions among many organizations, individuals, or interest groups. The definition is broadened here to include collaborative efforts that take place within different countries as well as those that cross national borders. Going beyond the usual emphasis on the opportunities and promises of collaboration through networks, Mandell and her contributors take a hard look at such pitfalls and constraints as those involving power conflicts between individual and organizational commitments, the dichotomy between the need for flexibility and the need for rules and procedures, the difference between the needs and expectations of a national public and a local public, and accountability issues that arise from the need to satisfy outside regulators as well as the goals of the network. In addition to these unique contributions to the literature on networks and network structures, Mandell addresses the important but often overlooked behavioral (micro) issues--e.g., motivation, change, and communication--that tend to be drowned out by the overriding emphasis in the literature on structural (macro) issues. Reflects the latest thinking in the field and explores up-to-the-minute innovations currently being developed.
Identifies and describes specific government assistance opportunities such as loans, grants, counseling, and procurement contracts available under many agencies and programs.
Some People Should Never Be Managers is a book that sheds light on the negative impact of poor management on people's lives and businesses. Incompetent managers can harm our health, force us to leave our jobs, and hinder our career development. The book is a plea to do something about poor managers. It provides hope and encourages people to take charge of their careers by developing their confidence, being resourceful, taking risks, and working hard. The author has over forty years of management experience and has worked for thirteen companies. During this time, the author has reported to thirty-three managers. The author has also gained over fifty years of experience working with information systems in various industries, including public utility, oil, aerospace, manufacturing, retail, banking, and telecommunications. This book is a comprehensive guide to management that offers guidance on a wide range of topics, from personal development to professional growth. The author, with extensive industry experience, provides practical advice and insights that can help readers improve their management skills. It is an excellent resource for young people starting their careers, victims of poor management, aspiring managers, or data management teams. This book will help you to: Get a heads-up about what to expect in business and avoid common pitfalls. Understand how poor managers can harm your well-being and performance. Deal with inappropriate manager behavior effectively and professionally. Learn from the author's journey of overcoming abuse, leaving home at fifteen, and becoming a vice president of a large bank. Assemble database and data management dream teams that can create innovative technology and advance the data management profession. Undergo a self-assessment process to determine if you have the character traits of a successful manager. Apply strategies and tactics for planning, organizing, and assembling a team. Some People Should Never Be Managers emphasizes the harmful effects of inadequate managers who disregard the fundamental human dignity of their employees. Business is not just about profit; it's also about management's responsibility for the well-being of employees, customers, communities, and the environment. Moreover, the book encourages readers to explore personal freedom and find deeper meaning in their lives beyond the confines of work.
Contains detailed descriptions, including market trends, salaries, and growth potential of 110 careers. This book covers more than 500 jobs--90 percent of the U.S. workforce.