These proceedings record the papers presented at the 4th International Conf- ence of B and Z Users (ZB 2005), held in the city of Guildford in the south-east ofEngland. Thisconferencebuiltonthesuccessofthepreviousthreeconferences in this series, ZB 2000, held at the University of York in the UK, ZB 2002, held at theLaboratoire Logiciels Syst' emes R' eseaux within theInstitut d'Informatique et Math' ematique Appliqu' ees de Grenoble (LSR-IMAG) in Grenoble, France, and ? ZB 2003, held in Turku in Finland hosted by Abo Akademi University and the TurkuCentreforComputerScience(TUCS)....
These proceedings record the papers presented at the 4th International Conf- ence of B and Z Users (ZB 2005), held in the city of Guildford in the sou...
The refereed proceedings of the Third International Conference of Z and B Users, ZB 2003, held in Turku, Finland in June 2003.
The 28 revised full papers presented together with 3 invited papers were carefully reviewed and selected for inclusion in the book. The book documents the recent advances for the Z formal specification notation and for the B method, spanning the full scope from foundational, theoretical, and methodological issues to advanced applications, tools, and case studies.
The refereed proceedings of the Third International Conference of Z and B Users, ZB 2003, held in Turku, Finland in June 2003.
Giving someone feedback can be a daunting task for a manager-especially when an employee is underperforming. To soften the blow, we sometimes refer to difficult feedback as "developmental" or "constructive." But these phrases rarely prompt the type of productive conversations managers need to have with team members.
Steve King, a longtime executive who has held leadership roles with a variety of organizations, cuts to the chase with a simple and tested framework on providing feedback.
Think of how great it would be to break through the typical awkwardness of giving feedback and start...
Giving someone feedback can be a daunting task for a manager-especially when an employee is underperforming. To soften the blow, we sometimes refer...
Whether you're a new or seasoned manager, you've probably been overwhelmed by unspoken employee expectations and human resources processes.
It can be easy to ignore doing what you actually need to do as a manager to develop employees and keep the best ones. In this guidebook to managerial success, you'll learn how to answer six simple questions employees care about the most:
-What is expected of me? -What and how should I develop? -How am I doing? -How did I do? -How will I be rewarded? -What is next for me?
While you may be blessed or cursed...
Whether you're a new or seasoned manager, you've probably been overwhelmed by unspoken employee expectations and human resources processes.
