The Managerial Grid III: A New Look at the Classic that Has Boosted Productivity and Profits for Thousands of Corporations Worldwide |
Contents
Preface | 9 |
How Managers Think About Leadership | 11 |
Organization Universals 8 The Grid 10 Factors that Determine | 18 |
Copyright | |
16 other sections not shown
Common terms and phrases
9,1-oriented manager 9,9 orientation acceptance achieving action activity Advocacy agreement answer approach Aristotelian logic assumptions attitudes avoid basis becomes behavior boss business logic cern commitment concern for production conflict confrontation contribution convictions corporate creativity critique dealing decision delegation described disagreement discussion effective effort evaluate example exercise expected experience facade facadist feedback feel gain goals Grid Seminar Grid style happening identify Impact implementation important individual initiative inquiry interac involved lead leader leadership learning logic management-by-objectives managerial means ment motiva motivation non-Aristotelian logic objectives one's operational opportunist organization organizational P₁ participation paternalistic performance Performance Appraisal person Phase position possible principles problem solving question reactions responsibility reward reward system shift situation solution sound soundest step strengthen subordinate's subordinates sumptions T₁ tactics Team Building team members teamwork things thinking tion tique tive underlying understanding
References to this book
Human Resource Management for Events: Managing the Event Workforce Lynn Van der Wagen No preview available - 2007 |