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. 10
... concepts that are the foundation for the model developed from the study . One reason is to provide the reader with a logical map with which to interpret the findings . Another , and possibly more important reason , is to introduce the ...
... concepts that are the foundation for the model developed from the study . One reason is to provide the reader with a logical map with which to interpret the findings . Another , and possibly more important reason , is to introduce the ...
Стр. 79
... CONCEPTS Diagnostic use of concepts is a way of thinking in which the person indentifies or recognizes patterns from an assortment of information , by bringing a concept to the situation and attempting to interpret events through that ...
... CONCEPTS Diagnostic use of concepts is a way of thinking in which the person indentifies or recognizes patterns from an assortment of information , by bringing a concept to the situation and attempting to interpret events through that ...
Стр. 85
... concepts is less functional at these levels , we would expect managers in middle and executive level jobs to demonstrate less of it . A possible explanation for the greater demonstration of diagnostic use of concepts by private sector ...
... concepts is less functional at these levels , we would expect managers in middle and executive level jobs to demonstrate less of it . A possible explanation for the greater demonstration of diagnostic use of concepts by private sector ...
Содержание
Introduction | 1 |
Competence and Job Performance | 10 |
The Research Design and Methods | 40 |
Авторские права | |
Не показаны другие разделы: 14
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 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