Becoming a Master Manager: A Competency Framework
Wiley, Jan 2, 1996 - Business & Economics - 432 pages
Developments in the areas of the global economy and computing and telecommunications technology have forced companies to rethink how they do business. This outstanding, up–to–date text is designed to enhance managerial leadership capacities, recognizing that today′s managers need to be both technically and interpersonally competent. Describes the highly successful Competing Values Model which is used in management education and executive development programs around the world with impressive results.
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The Evolution of Management Models A New Approach
The Mentor Role
The Facilitator Role
23 other sections not shown
ability activities approach appropriate areas assessment assigned AT&T behaviors boss broker challenge chapter communication competing values framework conflict coordinator creative thinking cross-functional teams customers decision delegation develop discussion effective effort employees environment evaluation example expected experience feedback feel focus focused force field analysis functions Gantt chart goal model goal setting groupware Herb Kelleher ideas identify important improve increase individual influence innovation integration involved issues Jack job enrichment leadership listen managerial leader meeting mentor monitor motivation Negative zone organization organizational organizational culture outcomes paralegal participants participative decision performance performance appraisal person planning position potential problem project manager quadrant questions Quinn rational goal relations model relationships requires responsibility Review schedule situation skills specific strategies stress structure subordinates suggest task team members things tion Tony Lodge understand unit unplanned change York