Becoming a Master Manager
(Sprache: Englisch)
Dieser Band basiert auf "The Competing Values Framework". Dieses Modell verbindet vier widersprüchliche Managementauffassungen miteinander, um deutlich zu machen, wie verschiedene Theorien miteinander kombiniert werden können, um so eine umfassendere...
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Produktinformationen zu „Becoming a Master Manager “
Dieser Band basiert auf "The Competing Values Framework". Dieses Modell verbindet vier widersprüchliche Managementauffassungen miteinander, um deutlich zu machen, wie verschiedene Theorien miteinander kombiniert werden können, um so eine umfassendere Managementgrundlage zu schaffen. Das hier vorgestellte Lernmodell umfasst die folgenden fünf Stufen: Bewertung, Lernen, Analyse, Praxis und Anwendung. Hier lernen Sie genau die Führungsqualifikationen zu entwickeln, die im modernen Geschäftsumfeld des 21. Jahrhunderts unverzichtbar sind. Jetzt neu in der 3. aktualisierten Auflage.
Klappentext zu „Becoming a Master Manager “
Become a Master Manager with: The Competing Values Model: an integration of four"conflicting" management perspectives, to display how different the ories can be combined to form a more comprehensive foundation in management. A five step learning model: Asessment, Learning, Analysis, Practice ans Application, that helps you develop the leadership competencies needed in today`s business world. Managerial examples from real organizations that illustrate new concepts using relevant examples. Learning models such as, mini-lectures, individual presentations, group simulations, small group and full class discussion activties, to expand knowlegde of management and real organizations. Revised competencies that relect the latest developments in managerial theory and the changing work enviroments.
Inhaltsverzeichnis zu „Becoming a Master Manager “
From the contents:1. Introduction: The Evolution of Management Models: A New Approach - 2. The Mentor Role - 3. The Facilitator Role. Integration 1: The Mentor and Facilitator Roles - 4. The Monitor Role - 5. The Coordinator Role. Integration 2: The Monitor and Coordinator Roles - 6. The Director Role - 7. The Producer Role - 8. The Broker Role - 9. The Innovator Role. Integration 3: The Broker and Innovator Roles - 10. Integration and the Road to Mastery4
Index
Autoren-Porträt von Robert E. Quinn, Lynda St Clair, Sue R. Faerman
Robert E. Quinn is the Margaret Elliott Tracy Collegiate Professor in Business Administration & Professor of Management and Organizations at the University of Michigan. He has published many papers and books on management and organization, but Professor Quinn is particularly interested in issues concerning leadership, vision and change. He has an applied orientation and has 25 years of experience in working with executives on issues of organizational change. He has been involved in the design and execution of numerous large-scale change projects. He has worked with a large percentage of the Fortune 500 companies. He teaches in both the MBA and Executive Education Programs at the University of Michigan and is known for innovative instructional efforts. Professor Quinn is also a fellow of the World Business Academy.
Bibliographische Angaben
- Autoren: Robert E. Quinn , Lynda St Clair , Sue R. Faerman
- 2006, 4th Ed., 379 Seiten, mit Abbildungen, Maße: 19,2 x 23,4 cm, Kartoniert (TB), Englisch
- By Robert E. Quinn, Sue R. Faerman, Michael P. Thompson et al.
- Verlag: Wiley & Sons
- ISBN-10: 0470050772
- ISBN-13: 9780470050774
Sprache:
Englisch
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