The Competent Manager: A Model for Effective PerformanceJohn Wiley & Sons, 16 янв. 1991 г. - Всего страниц: 328 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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Содержание
Introduction | 1 |
Competence and Job Performance | 10 |
The Research Design and Methods | 40 |
The Goal and Action Management Cluster | 60 |
The Leadership Cluster | 99 |
The Human Resource Management Cluster | 121 |
The Directing Subordinates Cluster | 142 |
The Focus on Others Cluster | 159 |
An Integrated Competency Model | 191 |
Interpretation by Sector and Managerial Level | 205 |
Summary and Implications | 229 |
| 261 | |
Tables of Means Sample Sizes and Statistical Significance Levels for Analyses Discussed in the Text | 267 |
Tables Describing the Distribution of the Samples Used in the Study | 291 |
Objectives and Outline of a CompetencyBased Training Course | 294 |
| 301 | |
Другие издания - Просмотреть все
The Competent Manager: A Model for Effective Performance Richard E. Boyatzis Просмотр фрагмента - 1982 |
The Competent Manager: A Model for Effective Performance Richard E. Boyatzis Просмотр фрагмента - 1982 |
Часто встречающиеся слова и выражения
ability action activities adaptability agers analysis appear aspects assessment average performers behavior called changes characteristics comparisons competencies concepts concern concern with impact demands demonstrated described determine directing effective efficiency orientation entry level managers environment examined example executive level expected Figure findings function goals higher human identify important included individual interviews issues knowledge leadership less management cluster management jobs managerial managers demonstrated manufacturing managers marketing measures ment methods middle level managers motive needed objectives operations organization organizational particular performance group mean person planning poor performers positive presentations private sector proactivity problem public sector regard relationship relevant resource responsibility result sample scores sector managers self-control significant level significantly situation skill level specialized specific Stage subordinates superior performers t-tests TABLE tasks tests thought tion trait level types understanding various