Becoming a master manager : a competency framework
Author(s)
Bibliographic Information
Becoming a master manager : a competency framework
John Wiley & Sons, c2003
3rd ed
Available at / 5 libraries
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Note
Previous ed.: 1996
Includes bibliographical references and index
Description and Table of Contents
Description
Becoming a Master Manager is an effective tool for stimulating thinking and building management skills. The book takes you through some of the social and intellectual challenges that managers encounter everyday, the most prominent being pulled by competing demands and having to play many roles simultaneously. This book uses the Competing Values Framework, a comprehensive map on which competing demands can be located and placed in context. Becoming a Master Manager includes: 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 activities, to expand knowledge of management and real organizations. A hands-on approach. An assessment, learning, analysis, practice, and application approach with each competency.
Table of 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 Mastery. Index.
by "Nielsen BookData"