The Competent Manager: A Model for Effective Performance
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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accurate self-assessment action management cluster agers aspects Average performance group behavior characteristics concepts concern with close concern with impact conﬂict diagnostic efficiency orientation eﬂiciency entry level managers executive level managers Figure Figure Figure ﬁnd ﬁndings ﬁrst formance goal and action human resource management identiﬁed interviews leadership cluster management jobs Managerial levels managers demonstrated signiﬁcantly managing group process manufacturing managers marketing managers McClelland 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 Average Superior Poor performance group private sector managers proactivity problem public sector managers reﬂect related to effective relevant resource management cluster result sample scores self-conﬁdence self-control self-image signiﬁcant level signiﬁcantly higher skill level social role socialized power specialized knowledge speciﬁc stamina and adaptability strated signiﬁcantly Superior performance group t-tests threshold competencies tion trait level unilateral power