The Competent Manager: A Model for Effective PerformanceWiley, 22 janv. 1982 - 308 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. |
Table des matières
Introduction | 1 |
Competence and Job Performance | 10 |
The Research Design and Methods | 40 |
Droits d'auteur | |
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Autres éditions - Tout afficher
The Competent Manager: A Model for Effective Performance Richard E. Boyatzis Affichage d'extraits - 1982 |
Expressions et termes fréquents
accurate self-assessment action management cluster agers aspects Average performance group behavior characteristics concepts concern with close concern with impact diagnostic effective performance efficiency orientation entry level managers executive level managers formance goal and action group mean Average group mean Superior human resource management interviews 1.6 leadership cluster Learning style management jobs Managerial levels managers demonstrated significantly managing group process manufacturing managers McClelland mean Average performance mean Overall mean mean Superior performance 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 performance group private sector managers proactivity problem public sector managers related to effective relevant resource management cluster result scores self-control self-image significant level skill level social role socialized power specialized knowledge specific stamina and adaptability strated significantly Superior performance group threshold competencies tion trait level unilateral power