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. 185
... relevant by such " experts " may fill a gap in understanding , which current managers do not presently see . In this manner , knowledge per- ceived to be relevant may satisfy a future need or a past need , but not be viewed as useful in ...
... relevant by such " experts " may fill a gap in understanding , which current managers do not presently see . In this manner , knowledge per- ceived to be relevant may satisfy a future need or a past need , but not be viewed as useful in ...
Стр. 190
... relevant to management jobs . This suggests that memory is not relevant in itself , and that it becomes relevant only in the context of other competencies . A person must remember certain " things " to utilize and demonstrate any of the ...
... relevant to management jobs . This suggests that memory is not relevant in itself , and that it becomes relevant only in the context of other competencies . A person must remember certain " things " to utilize and demonstrate any of the ...
Стр. 216
... relevant to all three levels of management jobs , with the exception of concern with impact , which is relevant at middle and executive levels only . The way in which they are relevant , or manifest themselves in behavior , is probably ...
... relevant to all three levels of management jobs , with the exception of concern with impact , which is relevant at middle and executive levels only . The way in which they are relevant , or manifest themselves in behavior , is probably ...
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