The Competent Manager: A Model for Effective Performance
Wiley, 16 janv. 1991 - 328 pages
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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Competence and Job Performance
The Research Design and Methods
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ability accurate action activities adaptability agers analysis appear aspects assessment average performers behavior called changes characteristics comparisons competencies concepts concern concern with impact demands demonstrated described determine directing effective efficiency orientation entry level managers environment examined example expected Figure findings function goals higher human identify important included individual interviews issues knowledge leadership less management cluster management jobs managerial managers demonstrated manufacturing managers marketing measures ment methods middle level managers motive needed objectives operations organization organizational particular performance group mean person planning poor performers positive presentations private sector proactivity problem public sector regard relationship relevant resource responsibility result sample scores sector managers self-control significant level significantly situation skill level specialized specific Stage subordinates superior performers t-tests TABLE tasks tests thought tion trait level types understanding various