The Structure of Competence
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The Structure of Competence: Models for Management

The Structure of Competence: Models for Management


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Table of Contents:
Part 1 Managerial philosophy - the cornerstone of managerial competence: the Managerial lens: what you see is what you get!, Jay Hall; Theory X: the traditional view of direction and control, Douglas MacGregor; Theory Y: the integration of individual and organizational goals, Douglas MacGregor; Self-fulfilling prophecies in training the hard-core: supervisors' expectations and the underprivileged workers' performance, Albert Sidney King; Pygmalion in management, J. Sterling Livingston. Part 2 Managing the motivation process - human needs and working conditions: A theory of human motivation, A.H. Maslow; Adult life stages growth toward self-tolerance, Roger Gould; Motivation versus hygiene, Frederick Herzberg, Bernard Mausner, Barbara Bloch Snydeman; A basic incongruency between the needs of a mature personality and the requirements of formal organization, Chris Argyris. Part 3 Involvement - the neglected factor in performance: How power affects human behaviour, Robert R. Blake, Jane S. Mouton; Power styles within an organization, Robert R. Blake, Jane S. Mouton; Power is the great motivator, David C. McClelland, David H. Burnham; Leader behaviour and member reaction in three "social climates", Ralph White, Ronald Lippitt; Overcoming resistance to change, Lester Coch, John R.P. French, Jr; Some social factors related to performance in a research organization, Donald C. Pelz. Part 4 Interpersonal competence - setting the standard for trust: Interpersonal style and corporate climate: communication revisited, Jay hall; Giving feedback: an interpersonal skill, Philip G. Hanson; Personal styles of conflict resolution, Alan C. Filley; The Abilene paradox - the management of agreements, Jerry B. Harvey; How power affects employee appraisal, Robert R. Blake and Jane S. Mouton; Systems maintenance: gatekeeping and the involvement process, Jay Hall. Part 5 Group dynamics - the setting for competence: Managing for group effectiveness, Jay Hall; Group decision and social change, Kurt Lewin; Functional roles of group members, Kenneth D. Benne and Paul Sheats; Groupthink, Irving L. Janis; How to diagnose group problems, Leland P. Bradford, Dorothy Stock and Murray Horwitz. Part 6 Managerial competence - putting models to the test: Patterns in management, Rensis Likert; An integrating principle and an overview, Rensis Likert; The developing revolution in management practices, Robert R. Blake, Jane Srygley Mouton; Management synthesis: an anatomy of managerial style, Jay Hall; Men and women as managers: a significant case of no significant differences, Susan Donnell, Jay Hall; Managerial competence: working productively with most of the people most of the time, Jay Hall; To achieve or not: the manager's choice, Jay Hall.


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Product Details
  • ISBN-13: 9780862383947
  • Publisher: Chartwell-Bratt Publishing & Training Ltd
  • Publisher Imprint: Chartwell-Bratt
  • Height: 230 mm
  • ISBN-10: 0862383943
  • Publisher Date: /02/1996
  • Binding: Paperback
  • Sub Title: Models for Management


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