The Competent Manager: A Model for Effective PerformanceWiley, 22 янв. 1982 г. - Всего страниц: 308 Offers an empirical, ``total'' system approach that determines which characteristics of managers enable them to be effective in various management jobs. Presents a large-scale, intensive study (2,000 managers holding 41 different jobs in 12 organizations) that provides a context for identifying the special characteristics, as well as assessing and developing managerial talent. Develops a logical, integrated model of managerial competence that explains the relationship of these characteristics to each other, to the functions of the management job, and to the key aspects of the internal organizational environment. Also introduces a model of individual competence. |
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Стр. 62
... task . They have " inner work standards " and a " need for advancement " ( Bray et al . , 1974 ) . People who possess efficiency orientation write or describe plans for accomplishing tasks or achieving goals . The plans include ...
... task . They have " inner work standards " and a " need for advancement " ( Bray et al . , 1974 ) . People who possess efficiency orientation write or describe plans for accomplishing tasks or achieving goals . The plans include ...
Стр. 241
... task forces , and other similar vehicles . The process is an important element in the potential of the organization ... tasks which are part of his or her job ; and ( 2 ) the degree to which he or she possesses the com- petencies in the ...
... task forces , and other similar vehicles . The process is an important element in the potential of the organization ... tasks which are part of his or her job ; and ( 2 ) the degree to which he or she possesses the com- petencies in the ...
Стр. 249
... tasks and functions ( i.e. , job demands ) is needed but is not sufficient . The problems mentioned in Chapter 2 as to identification and definition of competencies must be carefully considered . Research designs must incorporate ...
... tasks and functions ( i.e. , job demands ) is needed but is not sufficient . The problems mentioned in Chapter 2 as to identification and definition of competencies must be carefully considered . Research designs must incorporate ...
Содержание
Chapter | 1 |
Competence and Job Performance | 10 |
Chapter | 26 |
Авторские права | |
Не показаны другие разделы: 10
Другие издания - Просмотреть все
The Competent Manager: A Model for Effective Performance Richard E. Boyatzis Ограниченный просмотр - 1991 |
The Competent Manager: A Model for Effective Performance Richard E. Boyatzis Просмотр фрагмента - 1982 |
Часто встречающиеся слова и выражения
accurate self-assessment action management cluster agers aspects assessment Average performance group behavior characteristics concepts concern with close concern with impact diagnostic effective performance efficiency orientation entry level managers executive level managers formance goal and action group mean Average group mean Superior human resource management interviews 1.6 leadership cluster Learning style management jobs Managerial levels managers demonstrated significantly managing group process manufacturing managers McClelland mean Average performance mean Overall mean mean Superior performance ment middle level managers model of management motive and trait motive level one-tailed tests oral presentations organizational environment perceptual objectivity performance group mean person planning Poor performance group private sector managers proactivity problem public sector managers related to effective relevant resource management cluster result scores self-control self-image significant level skill level social role socialized power specialized knowledge specific stamina and adaptability strated significantly Superior performance group threshold competencies tion trait level unilateral power