Becoming a master manager: a competency framework

Front Cover
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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Contents

A New Approach
1
The Director Role
25
The Producer Role
54
The Coordinator Role
84
The Monitor Role
122
References
162
The Mentor Role
166
Communication Skills Learning Interpersonal
180
References
195
The Facilitator Role
197
The Innovator Role
237
MANAGING CHANGE
260
References
271
The Broker Role
272
Understanding
312
INDEX
335

DEVELOPING SUBORDINATES
187
Copyright

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About the author (1990)

Robert E. Quinn (Ann Arbor, MI) is a professor at the University of Michigan and an expert on organizational behavior and human resource management issues. His books include Beyond Rational Management, Becoming a Master Manager, and Deep Change.

Bibliographic information