Becoming a master manager: a competency framework
Becoming a Master Manager is an effective tool for stimulating thinking and building management skills. The book takes you through some of the social and intellectual challenges that managers encounter everyday, the most prominent being pulled by competing demands and having to play many roles simultaneously. This book uses the Competing Values Framework, a comprehensive map on which competing demands can be located and placed in context.
Becoming a Master Manager includes:
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The Case of a Limited Model
The Four Models in a Single Framework
The Eight Roles at Different Organization Levels
12 other sections not shown
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ability activities adhocracy approach areas ASSESSMENT assignments behaviors broker Carly Fiorina challenge chapter communication competing values framework conflict coordinator creative thinking cross-functional teams culture decision develop discussion effective employees environment evaluation example expected Fast Company feedback feel Fiorina focus focused force force field analysis functional Gantt chart goal model goals human ideas identify important improve increase individual influence innovator intrinsic motivators involves issues job enrichment Johari window leadership listening loan managerial leader meeting mentor monitor motivation objectives organization organizational outcomes participants participative decision PeopleSoft performance person perspective position present problem productivity project manager quadrant questions Quinn relations model requires responsibility Review role schedule situation skills specific strategy stress structure suggest task team building team members things tion understand unit vision West Nile Virus York