Next generation management development: the complete guide and resource
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
San Francisco
Wiley
2007
|
| Ausgabe: | 1. ed. |
| Schriftenreihe: | Pfeiffer essential resources for training and HR professionals
|
| Schlagworte: | |
| Online-Zugang: | Table of contents only Inhaltsverzeichnis |
| Beschreibung: | XXVIII, 489 S. Ill., graph. Darst. 1 CD-ROM : 12 cm |
| ISBN: | 0787982717 9780787982713 |
Internformat
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| 245 | 1 | 0 | |a Next generation management development |b the complete guide and resource |c Robert D. Cecil ; William J. Rothwell |
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| 338 | |b nc |2 rdacarrier | ||
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Datensatz im Suchindex
| _version_ | 1804136249121832960 |
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| adam_text | CONTENTS
Figures and Tables xvii
CD ROM Contents xxiii
About the Authors xxvii
Introduction 1
Unfulfilled Needs of Organizations 2
Basic Description of the Book and Its Purposes 8
Benefits of This Book for Professional and Student Audiences 10
How All Readers Can Get the Most from This Book and Its CD ROM 12
1 Preview of the Book s Next Generation MD/OD Project 17
Introduction 17
Description of an Integrated MD/OD Project 19
Recommendations on Designing a Highly Effective MD/OD Project 23
Concluding Remarks 29
PART ONE: MANAGEMENT (INTEGRATIVE) FUNCTIONS AND PROCESSES 31
2 Initial Perspectives on Management Functions and Processes 33
Introduction 33
The Basics 34
The Think Work Functions 35
The Implementation Functions 37
xi
xii CONTENTS
Beyond the Basics 37
Fresh Perspectives on the Managerial (Integrative) Process 37
Additional Perspectives on Management and Management Processes 41
Basic Obstacles to Effective Think Work 42
Concluding Remarks 43
3 The Analysis Phase 44
Introduction 44
The Basics 45
Definitions 45
Basic Analytic Steps 46
Four Major Reasons for Thoroughly Analyzing a Situation 46
Basic Rules for Effectively Analyzing a Situation 47
Beyond the Basics 50
Human Limitations and How to Compensate for Them 50
Analytic and Knowledge Management Tools 55
Concluding Remarks 63
4 Planning Phase Functions 64
Introduction 64
The Planning Phase in General 66
Goal Setting 81
Planning 91
Budgeting 94
Concluding Remarks 102
5 Decision Making 103
Introduction 103
The Basics 104
Definition 104
Purposes and Benefits of a Decision Making Process 105
Description of the Decision Making Process 105
Basic Types of Decision Making Situations 105
Types of Decision Making Situations Based on the Number of Alternatives That Can Be Chosen 107
Beyond the Basics 108
Visualization Tools for Better Decision Making 108
Basic Phenomena That Underlie Ineffective Decision Making 113
Common Pitfalls and How to Address Them 114
Concluding Remarks 120
6 Implementation Functions of Management 121
Introduction 121
Organizing 123
Staffing 135
Guiding Planned Activities 138
contents xiii
Controlling 138
Concluding Remarks 141
7 Managing Time 142
Introduction 142
The Basics on Wasted Time 145
Symptoms of Wasting Time (Ring D) 145
Cycle Perpetuating Results: Emotional and Physical Stress (Ring E) 146
Ways That Many People Waste Time (Ring C) 146
Beyond the Basics 148
Major Causes of Wasted Time (Ring B) 148
The Real, Underlying Causes of Wasted Time (Ring A) 151
The Analytic Approach to Managing Time 153
Concluding Remarks 153
Recommendations for Conducting the Superior Subordinates Discussion, OD Application, and Team
Building Sessions Following the Training Portion of Module 1 157
PART TWO: INDIVIDUAL, ORGANIZATIONAL, AND MANAGERIAL BEHAVIOR AND DEVELOPMENT 161
8 Managerial and Leadership Styles 165
Introduction 165
The Basics of Motivation 167
Maslow s Hierarchy of Needs 167
Herzberg s Hygiene (Maintenance) and Motivator Factors 167
Factors Effectiveness 170
Basic Frameworks for Understanding Managerial and Leadership Styles 171
McGregor s Theory X and Theory Y Styles 173
Three Additional Managerial Styles 177
Tannnenbaum and Schmidt s Continuum of Management Styles 180
Likert s Four Management Systems 180
The Ohio State Studies Grid Framework 183
Blake and Mouton s Grid Concept 184
Miles s Human Resources Approach to Management 185
Situational (Contingency) Theories 189
Ouchi s Theory Z 192
Concluding Remarks 193
9 Major Nonpersonal Influences on Managerial Behavior 195
Introduction 195
The Socio Technical Context 197
Task Related or Technological Variables 198
Organizational Factors 202
Social Factors 206
External Forces and Factors 208
Xiv CONTENTS
Subordinates Individual Characteristics and Behavior 210
Concluding Remarks 211
10 Personal Influences on Managerial Behavior 212
Introduction 212
Concepts Underlying The Managerial Target 215
The Managerial Target® 218
High Task, Low People (HT.LP), Theory X, Authoritarian, or 9,1 Tendencies 233
High Task, High People (HT,HP), Theory Y, Participative, Team, or 9,9 Tendencies 238
Determining What The Managerial Target Indicates About an Individual s Overall Level
of Managerial or Leadership Effectiveness 243
Perspectives on the Usefulness of The Managerial Target 247
Concluding Remarks 250
11 Unifying One Best Style and Contingency or Situational Theories 253
Introduction 253
Summary of the Case for One Best Style 254
Situationalism 256
Two Tracks to One: Combining Both Theories into a Single, Synthesized Perspective 260
The Developmental and Participative Aspects of a High Task, High People Approach 261
Concluding Remarks 264
12 Summary of Socio Technical Influences and the Implications
for a Synergistic MD/OD Project 265
Introduction 265
Additional Contexts for Organization Development 268
Review of MD/OD Program Phases in Terms of Three Major Illustrations 271
Review of Basic Educational Considerations in Designing an Integrated MD/OD Program 272
Two Socio Technical Considerations in Designing an Integrated MD/OD Program 273
Concluding Remarks 275
Recommendations for Conducting the Superior Subordinates Discussion, OD Application,
and Team Building Sessions Following the Training Portion of Module 2 276
PART THREE: INDIVIDUAL PROBLEM SOLVING AND DECISION MAKING 281
13 Improving Individual Problem Solving and Decision Making 285
Introduction 285
The Basics 286
Types of Problem Solving Situations 287
Approaches to Problem Solving That Are Less Effective Than the Analytic Approach 288
Phases and Steps of the Analytic Approach 289
CONTENTS XV
Beyond the Basics 295
Problem Solving Styles and Orientations 295
Factor Related Ways to Improve Problem Solving Effectiveness 295
Concluding Remarks 304
Recommendations for Conducting Superior Subordinates Discussion, OD Application,
and Team Building Sessions Following the Training Portion of Module 3 305
PART FOUR: INTERPERSONAL RELATIONS AND SKILLS 309
14 Perspectives on Interpersonal Relations 311
Introduction 311
Basic Personal Characteristics That Influence or Relate to Interpersonal Behavior 313
The Initiation, Development, and Maintenance Phases of Relationships 328
Interpersonal Styles on The Interpersonal Target 333
Behavior in Social Groups 339
Interpersonal Conflicts: Symptoms, Types, Sources, and Resolution 344
Concluding Remarks 350
15 Effective Communication 351
Introduction 351
The Basics 353
Definition and Objectives, and Modes of Communication 353
Basic Sender and Receiver Inputs to the Communication Process 353
Nonpersonal Socio Technical Influences on the Communication Process 355
Basic Symptoms of Faulty Communication 355
Senders and Receivers Responsibilities for Effective and Ineffective Communication 358
Beyond the Basics 359
Communication Styles 359
Phases and Steps of an Analytic Approach to Communication 359
Advance and Ongoing Activities for Continually Improving Communication Processes 363
Concluding Remarks 363
Recommendations for Conducting Superior Subordinates Discussion, OD Application, and Team
Building Sessions Following the Training Portion of Module 4 367
PART FIVE: TEAM THINK WORK IN ORGANIZATIONS 371
16 Guiding and Participating in Team Think Work Processes 373
Introduction 373
The Basics 375
Definitions 375
Advantages of Individual Think Work Processes (Disadvantages of Group Processes) 376
Advantages of Group Think Work Processes (Disadvantages of Individual Processes) 378
Major Issues: Quality Versus Acceptance 380
XVi CONTENTS
Conclusions About Individual and Group Think Work Processes 381
Symptoms of Faulty Team Think Processes 381
Beyond the Basics 387
Managers Team Think Styles 387
Advance and Ongoing Activities for Continually Improving Team Think Work Effectiveness 387
Concluding Remarks 387
Recommendations for Conducting Superior Subordinates Discussion, OD Application, and Team
Building Sessions Following the Training Portion of Module 5 390
PART SIX: LEARNING AND OTHER MANAGERIAL AND PERSONAL SKILLS 393
17 Better Individual and Organizational Learning 395
Introduction 395
The Basics 397
Factors That Influence Learning 397
Modes of Learning 402
Methods of Learning 405
Phases, Steps, and Practices of a Structured Analytic Approach to Learning 407
Skill Development 407
Beyond the Basics 413
Learning Styles and Orientations 413
The Planning Aspects of Learning 413
The Learning Organization and Systems Thinking 414
Action Learning 415
Appreciative Inquiry 416
Reservations and Recommendations 416
Concluding Remarks 421
Recommendations for Conducting Superior Subordinates Discussion, OD Application,
and Team Building Sessions Following the Training Portion of Module 6 423
PART SEVEN: SUMMARY AND SYNTHESIS OF CONCEPTS, PROCESSES, MODELS, AND PRACTICES 427
18 The Unified Practice of Management Model and Its Implications for Developing More
Effective Organizations 429
Introduction 429
The Unified Practice of Management Model: Integrated Processes and Models 431
The Unified Practice of Management Model: Management Gurus 443
Concluding Remarks 444
Recommendations for Conducting Superior Subordinates Discussion, OD Application, and Team
Building Sessions Following the Training Portion of Module 7 445
Appendix: Basic Descriptions of Major Management Gurus Concepts 449
References 461
Index 473
How to Use the CD ROM 487
FIGURES AND TABLES
Introduction
Figure I.I. Training Foundations of Long Term Organizational Success 4
Chapter One: Preview of the Book s Next Generation MD/OD Project
Figure 1.1. A Next Generation Integrated MD/OD Project 20
PART ONE: MANAGEMENT (INTEGRATIVE) FUNCTIONS AND PROCESSES
Chapter Two: Initial Perspectives on Management Functions and Processes
Table 2.1. Adaptation of Management Models Offered by Luther Gulick, R. Alec MacKenzie,
and Others 36
Figure 2.1. The Managerial (Integrative) Process 36
Table 2.2. Relationships Between Management Functions and Phases of the Analytic Approach
to Problem Solving 38
Chapter Three: The Analysis Phase
Figure 3.1. Example of a Multiple Choice Decision in a Problem Solving, Problem Prevention,
or Improvement Situation 48
Figure 3.2. The Socio Technical System: A Model 50
Table 3.1. Checklist of Socio Technical Factors That Influence Organizational Behavior 52
Table 3.2. Mental Constraints and Their Effects on Think Work 53
Figure 3.3. An Authoritarian Manager s Box of Considerations 54
Table 3.3. Major Industry and Marketplace Variables 56
Table 3.4. Significant External Factors Affecting Organizations 57
Figure 3.4. A Strategic Planning Forest of Variables 58
xvii
XViii FIGURES AND TABLES
Chapter Four: Planning Phase Functions
Table 4.1. Definitions and Examples of Goals and Plans 68
Figure 4.1a. Methodological Planning Steps and Resulting Outputs at the Organizational
Level 70
Figure 4.1b. Methodological Planning Steps and Resulting Outputs at the Major Unit Level 71
Figure 4.2. Top Down/Bottom Up Organizational Planning Process Steps 74
Figure 4.3. A Strategic Long Range Planning Process 78
Table 4.2. Examples of Organizational and Unit Performance Parameters 83
Table 4.3. Examples of Properly Stated Annual Goals 85
Figure 4.4. Simplified Bar Chart (Gantt Chart) for the Construction of a House 93
Figure 4.5. Simplified PERT Network for Building a Seagoing Luxury Yacht 94
Figure 4.6. Basic Types of Budgets Prepared During the Annual Planning Process
in a Manufacturing Enterprise 98
Table 4.4. Example of a Capital Program or Project Budget 100
Chapter Five: Decision Making
Table 5.1. Examples of Decision Making Criteria 106
Figure 5.1. Simplified Illustration of Alternative Pricing Scenarios Developed
Through Gaming 109
Figure 5.2. Example of a Relatively Simple Decision Tree 111
Table 5.2. Example of a Comparison Matrix 112
Chapter Six: Implementation Functions of Management
Figure 6.1. Alternative Organizational Structures 126
Figure 6.2. Number of Task Related and Interpersonal Relationships, Given a Manager
(A) and Three Subordinates (B, C, D) 131
Table 6.1. Sample Marketing Department Operating Budget 140
Chapter Seven: Managing Time
Figure 7.1. Wasting Time: Causes, Ways, and Symptoms 144
Table 7.1. Relationships Between Time Management, Phases of the Analytic Approach to Problem
Solving, and Phases of the Managerial Process 152
Figure 7.2. The Management or Planning Process 154
PART TWO: INDIVIDUAL, ORGANIZATIONAL, AND MANAGERIAL BEHAVIOR AND DEVELOPMENT
Chapter Eight: Managerial and Leadership Styles
Figure 8.1. Maslow s Hierarchy of Needs 168
Table 8.1. Herzberg s Maintenance and Motivator Factors 169
Figure 8.2. Conceptual Comparison of Five Managerial Styles 172
Figure 8.3. Comparison of Five Managerial Styles in Terms of Performance of Integrative
Functions 173
FIGURES AND TABLES xix
Table 8.2. Comparative Descriptions of Five Managerial or Leadership Styles 174
Table 8.3. Summary Comparison of Five Managerial or Leadership Styles 178
Figure 8.4. The Ohio State Model of Leadership Behavior 182
Figure 8.5. Blake and Mouton s Managerial Grid®, Adapted to Show Five Distinctive Styles 182
Figure 8.6. Miles s Human Resources Approach to Management 186
Chapter Nine: Major Nonpersonal Influences on Managerial Behavior
Figure 9.1. The Manager in a Socio Technical System 197
Table 9.1. General Natures of Tasks 198
Table 9.2. Unit or Departmental Characteristics and Structures in Relation to Tasks and
People 200
Table 9.3. General Relationships Between Organizational Characteristics and Pervasive
Managerial or Leadership Style 204
Chapter Ten: Personal Influences on Managerial Behavior
Figure 10.1. Relationships Among Personal Influences Underlying an Individual s Managerial or
Leadership Style 215
Figure 10.2. The Managerial Target® (Simplified Version) 218
Figure 10.3. Target Representations of Five Distinctive Styles on a Grid Framework 219
Figure 10.4. The Managerial Target® (Expanded Version) 220
Table 10.1. Descriptions of Personal Characteristics 222
Table 10.2. Values and Personality Traits Measured by Various Instruments 226
Figure 10.5. Assessment and Estimated Data Filled in on The Managerial Target 228
Figure 10.6. Authoritarian Tendencies: Underlying Levels of Task and People Orientedness 233
Figure 10.7. High Self Orientedness, Low People Orientedness on The Interpersonal
Target 233
Figure 10.8. A Comparison of Values Profiles 235
Figure 10.9. Participative, Team, or HT.HP Tendencies: Underlying Levels of Task and
People Orientedness 238
Figure 10.10. Indicator of an Individual s Tendency Toward a Particular Level of Overall Managerial
Effectiveness, Based on The Managerial Target 245
Figure 10.11. Short Term Effectiveness Tendencies of Five Types of Managers 246
Figure 10.12. Long Term Effectiveness Tendencies of Five Types of Managers 247
Figure 10.13. The Heart of Participative Management 251
Chapter Eleven: Unifying One Best Style and Contingency or Situational Theories
Figure 11.1. Synergistic Inputs and Phased Developmental Activities for Developing Subordinates
and a Participative Unit (or Organizational) Atmosphere 262
Chapter Twelve: Summary of Socio Technical Influences and the Implications for a
Synergistic MD/OD Project
Figure 12.1. Basic Inputs and Activities for Developing Managers and Organizations 266
XX FIGURES AND TABLES
PART THREE: INDIVIDUAL PROBLEM SOLVING AND DECISION MAKING
Chapter Thirteen: Improving Individual Problem Solving and Decision Making
Table 13.1. Problem Solving Phases and Steps 290
Table 13.2. Thinking (Problem Solving) Orientations or Styles 296
Table 13.3. Cognitive (Problem Solving) Styles and Related Orientations 297
Figure 13.1. Advance and Ongoing Activities for Continually Improving Problem Solving and
Decision Making Processes 298
Figure 13.2. Problem Solving in the Managerial Context 304
PART FOUR: INTERPERSONAL RELATIONS AND SKILLS
Chapter Fourteen: Perspectives on Interpersonal Relations
Table 14.1. What Hurts People and What Makes Them Feel Good 316
Figure 14.1. Interaction Apparel 317
Figure 14.2. Parent, Adult, and Child Ego States and Related Life Positions 323
Table 14.2. Ego States, Related Life Positions, and Associated Characteristics and Styles 326
Figure 14.3. The Interpersonal Target™ (Expanded Version) 332
Figure 14.4. Distinctive Interpersonal Styles on a Grid Framework 334
Table 14.3. Distinctive Interpersonal Styles and Related TYaits and Behavior 336
Table 14.4. Symptoms of Interpersonal Conflicts 346
Table 14.5. Types and Causes of Interpersonal Conflicts 347
Table 14.6. Conflict Resolution Styles or Approaches 348
Chapter Fifteen: Effective Communication
Table 15.1. Communication Modes 354
Figure 15.1. Main Sender and Receiver Steps in a One Way Communication Process 355
Table 15.2. Symptoms of Faulty Communications, and Sender and Receiver Responsibilities
for Preventing Them 356
Table 15.3. Interpersonal (or Managerial) Styles and Their Relationships to Styles, Types,
and Modes of Communication 360
Table 15.4. Relationships Between the Analytic Approach to Problem Solving and the Phases and
Steps Involved in Communicating Effectively 361
Table 15.5. Phases and Steps of a Systematic Communications Approach 362
Figure 15.2. Advance and Ongoing Activities for Continually Improving Communication
Processes 364
Figure 15.3. Communication in the Managerial Context 366
PART FIVE: TEAM THINK WORK IN ORGANIZATIONS
Chapter Sixteen: Guiding and Participating in Team Think Work Processes
Table 16.1. Conducting Effective Team Think Processes 382
Table 16.2. Managerial Think Work Styles Associated with Five Managerial Styles 388
FIGURES AND TABLES XXi
PART SIX: LEARNING AND OTHER MANAGERIAL AND PERSONAL SKILLS
Chapter Seventeen: Better Individual and Organizational Learning
Figure 17.1. Advance and Ongoing Activities and Approaches for Continually Improving
Learning Processes 398
Table 17.1. Phases, Steps, and Principles of a Structured Learning Approach 408
Table 17.2. Four Basic Learning Styles 410
Table 17.3. Additional Learning Styles or Orientations 411
Table 17.4. Relationships Between Phases of the Analytic Approach to Problem Solving, the Planning
Process, and Steps Involved in Learning More Effectively 412
Figure 17.2. Learning in the Managerial Context 422
PART SEVEN: SUMMARY AND SYNTHESIS OF CONCEPTS, PROCESSES, MODELS, AND PRACTICES
Chapter Eighteen: The Unified Practice of Management Model and Its Implications for
Developing More Effective Organizations
Figure 18.1. Unified Practice of Management™ Model: Integrated Processes and Models 433
Figure 18.2. Summary of Advance and Ongoing Activities for Continually Improving All Mental
Processes 438
Figure 18.3a. Interrelationships Among Instructional Illustrations (Part A) 440
Figure 18.3b. Interrelationships Among Instructional Illustrations (Part B) 441
Figure 18.4. Unified Practice of Management™ Model: Management Gurus 442
CD ROM CONTENTS
COURSE SYLLABUS
For each chapter in the book, this document outlines topics, learning objectives, instructional
activities, possible work group application or practice sessions, and suggested instruc¬
tional media. It is a curriculum proposal that an instructor can easily revise and submit for
approval. It is also an instructor guide.
OD CONSULTANT OR FACILITATOR MATERIALS
• Comparison of OC (Organizational Change), OD (Organization Development), and MD/OD
(Management Development/Organizational Development) Projects
• MD/OD Project Preparation Phase Steps and Guidelines
• Climate (Attitude) Survey
• Study of Values Conversion Table (for converting raw scores to adult percentile levels)
• Recommendations for Conducting the Superior Subordinates Discussion, OD Application, and
Team Building Sessions Following the Training Portion of Each Module (to help plan what might
be discussed during those sessions)
— Recommendations for End of Module 1 Superior Subordinates Sessions
— Recommendations for End of Module 2 Superior Subordinates Sessions
— Recommendations for End of Module 3 Superior Subordinates Sessions
— Recommendations for End of Module 4 Superior Subordinates Sessions
— Recommendations for End of Module 5 Superior Subordinates Sessions
xxiii
XXiv CD ROM CONTENTS
— Recommendations for End of Module 6 Superior Subordinates Sessions
— Recommendations for End of Module 7 Superior Subordinates Sessions
ADDITIONAL CHAPTER MATERIALS
These materials are listed chapter by chapter here. They include
• Study guides (These class/seminar session preparation guides prepare students or seminar
participants for both instructional sessions and superior subordinates discussion, OD application,
and team building sessions following the training portion of each module. Instructors can also use
them as class or seminar planning tools.)
• Worksheets and other tools (for accomplishing certain chapter related activities)
• Quotations on the topic covered in the chapter
Introduction
• Introduction Study Guide
Chapter One: Preview of the Book s Next Generation MD/OD Project
• Chapter One Study Guide
Chapter Two: Initial Perspectives on Management Functions and Processes
• Chapter Two Study Guide
• Quotations on Management and Leadership
Chapter Three: The Analysis Phase
• Chapter Three Study Guide
• Table 3.1: Checklist of Socio Technical Factors That Influence Organizational Behavior
Chapter Four: Planning Phase Functions
• Chapter Four Study Guide
• Sample Program or Project Budget
• Sample Profit and Loss Statement (Operating Budget)
• Sample Balance Sheet (Assets and Liabilities Budget)
• Sample Cash Flow Statement (Cash Budget)
Chapter Five: Decision Making
• Chapter Five Study Guide
• Comparison Matrix Template
Chapter Six: Implementation Functions of Management
• Chapter Six Study Guide
• Delegation Worksheet
Chapter Seven: Managing Time
• Chapter Seven Study Guide
• Time Management Steps and Suggestions
CD ROM CONTENTS XXV
Module 2 Preliminary Materials
• Study Guide for Module 2 Introduction
• Personal Inventory Form
• Trait Assessment Feedback Form
• Quotations on Personal Life
• Quotations on Personal Motivation
Chapter Eight: Managerial and Leadership Styles
• Chapter Eight Study Guide
• Checklist of HT.HP (High Task, High People) Attitudes and Behavior Patterns
Chapter Nine: Major Nonpersonal Influences on Managerial Behavior
• Chapter Nine Study Guide
Chapter Ten: Personal Influences on Managerial Behavior
• Chapter Ten Study Guide
Chapter Eleven: Unifying One Best Style and Contingency or Situational Theories
• Chapter Eleven Study Guide
Chapter Twelve: Summary of Socio Technical Influences and the Implications for a
Synergistic MD/OD Project
• Chapter Twelve Study Guide
• Thumbnail Organizational Influences Inventory
• Table 3.1: Checklist of Socio Technical Factors That Influence Organizational Behavior
Chapter Thirteen: Individual Problem Solving and Decision Making
• Chapter Thirteen Study Guide
• Table 13.1: Problem Solving Phases and Steps
• Quotations on Thinking and Planning
Chapter Fourteen: Perspectives on Interpersonal Relations
• Chapter Fourteen Study Guide
• Examples of Double Standards
• Social Norms Worksheet
• Quotations on Interpersonal Relations
Chapter Fifteen: Effective Communication
• Chapter Fifteen Study Guide
• Table 15.2: Symptoms of Faulty Communications, and Sender and Receiver Responsibilities for
Preventing Them
• Nonverbal Communication
• Guidelines for Writing Effective Reports, Memos, and Directives
• Quotations on Communication
XXVi CD ROM CONTENTS
Chapter Sixteen: Guiding and Participating in Team Think Work Processes
• Chapter Sixteen Study Guide
• Table 16.1: Conducting Effective Team Think Processes
• List of Group Process Interaction Categories
• Group Process Evaluation Form
Chapter Seventeen: Better Individual and Organizational Learning
• Chapter Seventeen Study Guide
• Quotations on Learning
Chapter Eighteen: The Unified Practice of Management™ Model and Its Implications for
Developing More Effective Organizations
• Chapter Eighteen Study Guide
|
| adam_txt |
CONTENTS
Figures and Tables xvii
CD ROM Contents xxiii
About the Authors xxvii
Introduction 1
Unfulfilled Needs of Organizations 2
Basic Description of the Book and Its Purposes 8
Benefits of This Book for Professional and Student Audiences 10
How All Readers Can Get the Most from This Book and Its CD ROM 12
1 Preview of the Book's Next Generation MD/OD Project 17
Introduction 17
Description of an Integrated MD/OD Project 19
Recommendations on Designing a Highly Effective MD/OD Project 23
Concluding Remarks 29
PART ONE: MANAGEMENT (INTEGRATIVE) FUNCTIONS AND PROCESSES 31
2 Initial Perspectives on Management Functions and Processes 33
Introduction 33
The Basics 34
The Think Work Functions 35
The Implementation Functions 37
xi
xii CONTENTS
Beyond the Basics 37
Fresh Perspectives on the Managerial (Integrative) Process 37
Additional Perspectives on Management and Management Processes 41
Basic Obstacles to Effective Think Work 42
Concluding Remarks 43
3 The Analysis Phase 44
Introduction 44
The Basics 45
Definitions 45
Basic Analytic Steps 46
Four Major Reasons for Thoroughly Analyzing a Situation 46
Basic Rules for Effectively Analyzing a Situation 47
Beyond the Basics 50
Human Limitations and How to Compensate for Them 50
Analytic and Knowledge Management Tools 55
Concluding Remarks 63
4 Planning Phase Functions 64
Introduction 64
The Planning Phase in General 66
Goal Setting 81
Planning 91
Budgeting 94
Concluding Remarks 102
5 Decision Making 103
Introduction 103
The Basics 104
Definition 104
Purposes and Benefits of a Decision Making Process 105
Description of the Decision Making Process 105
Basic Types of Decision Making Situations 105
Types of Decision Making Situations Based on the Number of Alternatives That Can Be Chosen 107
Beyond the Basics 108
Visualization Tools for Better Decision Making 108
Basic Phenomena That Underlie Ineffective Decision Making 113
Common Pitfalls and How to Address Them 114
Concluding Remarks 120
6 Implementation Functions of Management 121
Introduction 121
Organizing 123
Staffing 135
Guiding Planned Activities 138
contents xiii
Controlling 138
Concluding Remarks 141
7 Managing Time 142
Introduction 142
The Basics on Wasted Time 145
Symptoms of Wasting Time (Ring D) 145
Cycle Perpetuating Results: Emotional and Physical Stress (Ring E) 146
Ways That Many People Waste Time (Ring C) 146
Beyond the Basics 148
Major Causes of Wasted Time (Ring B) 148
The Real, Underlying Causes of Wasted Time (Ring A) 151
The Analytic Approach to Managing Time 153
Concluding Remarks 153
Recommendations for Conducting the Superior Subordinates Discussion, OD Application, and Team
Building Sessions Following the Training Portion of Module 1 157
PART TWO: INDIVIDUAL, ORGANIZATIONAL, AND MANAGERIAL BEHAVIOR AND DEVELOPMENT 161
8 Managerial and Leadership Styles 165
Introduction 165
The Basics of Motivation 167
Maslow's Hierarchy of Needs 167
Herzberg's Hygiene (Maintenance) and Motivator Factors 167
Factors' Effectiveness 170
Basic Frameworks for Understanding Managerial and Leadership Styles 171
McGregor's Theory X and Theory Y Styles 173
Three Additional Managerial Styles 177
Tannnenbaum and Schmidt's Continuum of Management Styles 180
Likert's Four Management Systems 180
The Ohio State Studies' Grid Framework 183
Blake and Mouton's Grid Concept 184
Miles's Human Resources Approach to Management 185
Situational (Contingency) Theories 189
Ouchi's Theory Z 192
Concluding Remarks 193
9 Major Nonpersonal Influences on Managerial Behavior 195
Introduction 195
The Socio Technical Context 197
Task Related or Technological Variables 198
Organizational Factors 202
Social Factors 206
External Forces and Factors 208
Xiv CONTENTS
Subordinates' Individual Characteristics and Behavior 210
Concluding Remarks 211
10 Personal Influences on Managerial Behavior 212
Introduction 212
Concepts Underlying The Managerial Target 215
The Managerial Target® 218
High Task, Low People (HT.LP), Theory X, Authoritarian, or 9,1 Tendencies 233
High Task, High People (HT,HP), Theory Y, Participative, Team, or 9,9 Tendencies 238
Determining What The Managerial Target Indicates About an Individual's Overall Level
of Managerial or Leadership Effectiveness 243
Perspectives on the Usefulness of The Managerial Target 247
Concluding Remarks 250
11 Unifying "One Best Style" and Contingency or Situational Theories 253
Introduction 253
Summary of the Case for One Best Style 254
Situationalism 256
Two Tracks to One: Combining Both Theories into a Single, Synthesized Perspective 260
The Developmental and Participative Aspects of a High Task, High People Approach 261
Concluding Remarks 264
12 Summary of Socio Technical Influences and the Implications
for a Synergistic MD/OD Project 265
Introduction 265
Additional Contexts for Organization Development 268
Review of MD/OD Program Phases in Terms of Three Major Illustrations 271
Review of Basic Educational Considerations in Designing an Integrated MD/OD Program 272
Two Socio Technical Considerations in Designing an Integrated MD/OD Program 273
Concluding Remarks 275
Recommendations for Conducting the Superior Subordinates Discussion, OD Application,
and Team Building Sessions Following the Training Portion of Module 2 276
PART THREE: INDIVIDUAL PROBLEM SOLVING AND DECISION MAKING 281
13 Improving Individual Problem Solving and Decision Making 285
Introduction 285
The Basics 286
Types of Problem Solving Situations 287
Approaches to Problem Solving That Are Less Effective Than the Analytic Approach 288
Phases and Steps of the Analytic Approach 289
CONTENTS XV
Beyond the Basics 295
Problem Solving Styles and Orientations 295
Factor Related Ways to Improve Problem Solving Effectiveness 295
Concluding Remarks 304
Recommendations for Conducting Superior Subordinates Discussion, OD Application,
and Team Building Sessions Following the Training Portion of Module 3 305
PART FOUR: INTERPERSONAL RELATIONS AND SKILLS 309
14 Perspectives on Interpersonal Relations 311
Introduction 311
Basic Personal Characteristics That Influence or Relate to Interpersonal Behavior 313
The Initiation, Development, and Maintenance Phases of Relationships 328
Interpersonal Styles on The Interpersonal Target 333
Behavior in Social Groups 339
Interpersonal Conflicts: Symptoms, Types, Sources, and Resolution 344
Concluding Remarks 350
15 Effective Communication 351
Introduction 351
The Basics 353
Definition and Objectives, and Modes of Communication 353
Basic Sender and Receiver Inputs to the Communication Process 353
Nonpersonal Socio Technical Influences on the Communication Process 355
Basic Symptoms of Faulty Communication 355
Senders' and Receivers' Responsibilities for Effective and Ineffective Communication 358
Beyond the Basics 359
Communication Styles 359
Phases and Steps of an Analytic Approach to Communication 359
Advance and Ongoing Activities for Continually Improving Communication Processes 363
Concluding Remarks 363
Recommendations for Conducting Superior Subordinates Discussion, OD Application, and Team
Building Sessions Following the Training Portion of Module 4 367
PART FIVE: TEAM THINK WORK IN ORGANIZATIONS 371
16 Guiding and Participating in Team Think Work Processes 373
Introduction 373
The Basics 375
Definitions 375
Advantages of Individual Think Work Processes (Disadvantages of Group Processes) 376
Advantages of Group Think Work Processes (Disadvantages of Individual Processes) 378
Major Issues: Quality Versus Acceptance 380
XVi CONTENTS
Conclusions About Individual and Group Think Work Processes 381
Symptoms of Faulty Team Think Processes 381
Beyond the Basics 387
Managers' Team Think Styles 387
Advance and Ongoing Activities for Continually Improving Team Think Work Effectiveness 387
Concluding Remarks 387
Recommendations for Conducting Superior Subordinates Discussion, OD Application, and Team
Building Sessions Following the Training Portion of Module 5 390
PART SIX: LEARNING AND OTHER MANAGERIAL AND PERSONAL SKILLS 393
17 Better Individual and Organizational Learning 395
Introduction 395
The Basics 397
Factors That Influence Learning 397
Modes of Learning 402
Methods of Learning 405
Phases, Steps, and Practices of a Structured Analytic Approach to Learning 407
Skill Development 407
Beyond the Basics 413
Learning Styles and Orientations 413
The Planning Aspects of Learning 413
The Learning Organization and Systems Thinking 414
Action Learning 415
Appreciative Inquiry 416
Reservations and Recommendations 416
Concluding Remarks 421
Recommendations for Conducting Superior Subordinates Discussion, OD Application,
and Team Building Sessions Following the Training Portion of Module 6 423
PART SEVEN: SUMMARY AND SYNTHESIS OF CONCEPTS, PROCESSES, MODELS, AND PRACTICES 427
18 The Unified Practice of Management Model and Its Implications for Developing More
Effective Organizations 429
Introduction 429
The Unified Practice of Management Model: Integrated Processes and Models 431
The Unified Practice of Management Model: Management Gurus 443
Concluding Remarks 444
Recommendations for Conducting Superior Subordinates Discussion, OD Application, and Team
Building Sessions Following the Training Portion of Module 7 445
Appendix: Basic Descriptions of Major Management Gurus' Concepts 449
References 461
Index 473
How to Use the CD ROM 487
FIGURES AND TABLES
Introduction
Figure I.I. Training Foundations of Long Term Organizational Success 4
Chapter One: Preview of the Book's Next Generation MD/OD Project
Figure 1.1. A Next Generation Integrated MD/OD Project 20
PART ONE: MANAGEMENT (INTEGRATIVE) FUNCTIONS AND PROCESSES
Chapter Two: Initial Perspectives on Management Functions and Processes
Table 2.1. Adaptation of Management Models Offered by Luther Gulick, R. Alec MacKenzie,
and Others 36
Figure 2.1. The Managerial (Integrative) Process 36
Table 2.2. Relationships Between Management Functions and Phases of the Analytic Approach
to Problem Solving 38
Chapter Three: The Analysis Phase
Figure 3.1. Example of a Multiple Choice Decision in a Problem Solving, Problem Prevention,
or Improvement Situation 48
Figure 3.2. The Socio Technical System: A Model 50
Table 3.1. Checklist of Socio Technical Factors That Influence Organizational Behavior 52
Table 3.2. Mental Constraints and Their Effects on Think Work 53
Figure 3.3. An Authoritarian Manager's "Box" of Considerations 54
Table 3.3. Major Industry and Marketplace Variables 56
Table 3.4. Significant External Factors Affecting Organizations 57
Figure 3.4. A Strategic Planning "Forest" of Variables 58
xvii
XViii FIGURES AND TABLES
Chapter Four: Planning Phase Functions
Table 4.1. Definitions and Examples of Goals and Plans 68
Figure 4.1a. Methodological Planning Steps and Resulting Outputs at the Organizational
Level 70
Figure 4.1b. Methodological Planning Steps and Resulting Outputs at the Major Unit Level 71
Figure 4.2. Top Down/Bottom Up Organizational Planning Process Steps 74
Figure 4.3. A Strategic Long Range Planning Process 78
Table 4.2. Examples of Organizational and Unit Performance Parameters 83
Table 4.3. Examples of Properly Stated Annual Goals 85
Figure 4.4. Simplified Bar Chart (Gantt Chart) for the Construction of a House 93
Figure 4.5. Simplified PERT Network for Building a Seagoing Luxury Yacht 94
Figure 4.6. Basic Types of Budgets Prepared During the Annual Planning Process
in a Manufacturing Enterprise 98
Table 4.4. Example of a Capital Program or Project Budget 100
Chapter Five: Decision Making
Table 5.1. Examples of Decision Making Criteria 106
Figure 5.1. Simplified Illustration of Alternative Pricing Scenarios Developed
Through Gaming 109
Figure 5.2. Example of a Relatively Simple Decision Tree 111
Table 5.2. Example of a Comparison Matrix 112
Chapter Six: Implementation Functions of Management
Figure 6.1. Alternative Organizational Structures 126
Figure 6.2. Number of Task Related and Interpersonal Relationships, Given a Manager
(A) and Three Subordinates (B, C, D) 131
Table 6.1. Sample Marketing Department Operating Budget 140
Chapter Seven: Managing Time
Figure 7.1. Wasting Time: Causes, Ways, and Symptoms 144
Table 7.1. Relationships Between Time Management, Phases of the Analytic Approach to Problem
Solving, and Phases of the Managerial Process 152
Figure 7.2. The Management or Planning Process 154
PART TWO: INDIVIDUAL, ORGANIZATIONAL, AND MANAGERIAL BEHAVIOR AND DEVELOPMENT
Chapter Eight: Managerial and Leadership Styles
Figure 8.1. Maslow's Hierarchy of Needs 168
Table 8.1. Herzberg's Maintenance and Motivator Factors 169
Figure 8.2. Conceptual Comparison of Five Managerial Styles 172
Figure 8.3. Comparison of Five Managerial Styles in Terms of Performance of Integrative
Functions 173
FIGURES AND TABLES xix
Table 8.2. Comparative Descriptions of Five Managerial or Leadership Styles 174
Table 8.3. Summary Comparison of Five Managerial or Leadership Styles 178
Figure 8.4. The Ohio State Model of Leadership Behavior 182
Figure 8.5. Blake and Mouton's Managerial Grid®, Adapted to Show Five Distinctive Styles 182
Figure 8.6. Miles's Human Resources Approach to Management 186
Chapter Nine: Major Nonpersonal Influences on Managerial Behavior
Figure 9.1. The Manager in a Socio Technical System 197
Table 9.1. General Natures of Tasks 198
Table 9.2. Unit or Departmental Characteristics and Structures in Relation to Tasks and
People 200
Table 9.3. General Relationships Between Organizational Characteristics and Pervasive
Managerial or Leadership Style 204
Chapter Ten: Personal Influences on Managerial Behavior
Figure 10.1. Relationships Among Personal Influences Underlying an Individual's Managerial or
Leadership Style 215
Figure 10.2. The Managerial Target® (Simplified Version) 218
Figure 10.3. Target Representations of Five Distinctive Styles on a Grid Framework 219
Figure 10.4. The Managerial Target® (Expanded Version) 220
Table 10.1. Descriptions of Personal Characteristics 222
Table 10.2. Values and Personality Traits Measured by Various Instruments 226
Figure 10.5. Assessment and Estimated Data Filled in on The Managerial Target 228
Figure 10.6. Authoritarian Tendencies: Underlying Levels of Task and People Orientedness 233
Figure 10.7. "High Self Orientedness, Low People Orientedness" on The Interpersonal
Target 233
Figure 10.8. A Comparison of Values Profiles 235
Figure 10.9. Participative, Team, or HT.HP Tendencies: Underlying Levels of Task and
People Orientedness 238
Figure 10.10. Indicator of an Individual's Tendency Toward a Particular Level of Overall Managerial
Effectiveness, Based on The Managerial Target 245
Figure 10.11. Short Term Effectiveness Tendencies of Five Types of Managers 246
Figure 10.12. Long Term Effectiveness Tendencies of Five Types of Managers 247
Figure 10.13. The Heart of Participative Management 251
Chapter Eleven: Unifying "One Best Style" and Contingency or Situational Theories
Figure 11.1. Synergistic Inputs and Phased Developmental Activities for Developing Subordinates
and a Participative Unit (or Organizational) Atmosphere 262
Chapter Twelve: Summary of Socio Technical Influences and the Implications for a
Synergistic MD/OD Project
Figure 12.1. Basic Inputs and Activities for Developing Managers and Organizations 266
XX FIGURES AND TABLES
PART THREE: INDIVIDUAL PROBLEM SOLVING AND DECISION MAKING
Chapter Thirteen: Improving Individual Problem Solving and Decision Making
Table 13.1. Problem Solving Phases and Steps 290
Table 13.2. Thinking (Problem Solving) Orientations or Styles 296
Table 13.3. Cognitive (Problem Solving) Styles and Related Orientations 297
Figure 13.1. Advance and Ongoing Activities for Continually Improving Problem Solving and
Decision Making Processes 298
Figure 13.2. Problem Solving in the Managerial Context 304
PART FOUR: INTERPERSONAL RELATIONS AND SKILLS
Chapter Fourteen: Perspectives on Interpersonal Relations
Table 14.1. What Hurts People and What Makes Them Feel Good 316
Figure 14.1. Interaction "Apparel" 317
Figure 14.2. Parent, Adult, and Child Ego States and Related Life Positions 323
Table 14.2. Ego States, Related Life Positions, and Associated Characteristics and Styles 326
Figure 14.3. The Interpersonal Target™ (Expanded Version) 332
Figure 14.4. Distinctive Interpersonal Styles on a Grid Framework 334
Table 14.3. Distinctive Interpersonal Styles and Related TYaits and Behavior 336
Table 14.4. Symptoms of Interpersonal Conflicts 346
Table 14.5. Types and Causes of Interpersonal Conflicts 347
Table 14.6. Conflict Resolution Styles or Approaches 348
Chapter Fifteen: Effective Communication
Table 15.1. Communication Modes 354
Figure 15.1. Main Sender and Receiver Steps in a One Way Communication Process 355
Table 15.2. Symptoms of Faulty Communications, and Sender and Receiver Responsibilities
for Preventing Them 356
Table 15.3. Interpersonal (or Managerial) Styles and Their Relationships to Styles, Types,
and Modes of Communication 360
Table 15.4. Relationships Between the Analytic Approach to Problem Solving and the Phases and
Steps Involved in Communicating Effectively 361
Table 15.5. Phases and Steps of a Systematic Communications Approach 362
Figure 15.2. Advance and Ongoing Activities for Continually Improving Communication
Processes 364
Figure 15.3. Communication in the Managerial Context 366
PART FIVE: TEAM THINK WORK IN ORGANIZATIONS
Chapter Sixteen: Guiding and Participating in Team Think Work Processes
Table 16.1. Conducting Effective Team Think Processes 382
Table 16.2. Managerial Think Work Styles Associated with Five Managerial Styles 388
FIGURES AND TABLES XXi
PART SIX: LEARNING AND OTHER MANAGERIAL AND PERSONAL SKILLS
Chapter Seventeen: Better Individual and Organizational Learning
Figure 17.1. Advance and Ongoing Activities and Approaches for Continually Improving
Learning Processes 398
Table 17.1. Phases, Steps, and Principles of a Structured Learning Approach 408
Table 17.2. Four Basic Learning Styles 410
Table 17.3. Additional Learning Styles or Orientations 411
Table 17.4. Relationships Between Phases of the Analytic Approach to Problem Solving, the Planning
Process, and Steps Involved in Learning More Effectively 412
Figure 17.2. Learning in the Managerial Context 422
PART SEVEN: SUMMARY AND SYNTHESIS OF CONCEPTS, PROCESSES, MODELS, AND PRACTICES
Chapter Eighteen: The Unified Practice of Management Model and Its Implications for
Developing More Effective Organizations
Figure 18.1. Unified Practice of Management™ Model: Integrated Processes and Models 433
Figure 18.2. Summary of Advance and Ongoing Activities for Continually Improving All Mental
Processes 438
Figure 18.3a. Interrelationships Among Instructional Illustrations (Part A) 440
Figure 18.3b. Interrelationships Among Instructional Illustrations (Part B) 441
Figure 18.4. Unified Practice of Management™ Model: Management Gurus 442
CD ROM CONTENTS
COURSE SYLLABUS
For each chapter in the book, this document outlines topics, learning objectives, instructional
activities, possible work group application or practice sessions, and suggested instruc¬
tional media. It is a curriculum proposal that an instructor can easily revise and submit for
approval. It is also an instructor guide.
OD CONSULTANT OR FACILITATOR MATERIALS
• Comparison of OC (Organizational Change), OD (Organization Development), and MD/OD
(Management Development/Organizational Development) Projects
• MD/OD Project Preparation Phase Steps and Guidelines
• Climate (Attitude) Survey
• Study of Values Conversion Table (for converting raw scores to adult percentile levels)
• Recommendations for Conducting the Superior Subordinates Discussion, OD Application, and
Team Building Sessions Following the Training Portion of Each Module (to help plan what might
be discussed during those sessions)
— Recommendations for End of Module 1 Superior Subordinates Sessions
— Recommendations for End of Module 2 Superior Subordinates Sessions
— Recommendations for End of Module 3 Superior Subordinates Sessions
— Recommendations for End of Module 4 Superior Subordinates Sessions
— Recommendations for End of Module 5 Superior Subordinates Sessions
xxiii
XXiv CD ROM CONTENTS
— Recommendations for End of Module 6 Superior Subordinates Sessions
— Recommendations for End of Module 7 Superior Subordinates Sessions
ADDITIONAL CHAPTER MATERIALS
These materials are listed chapter by chapter here. They include
• Study guides (These class/seminar session preparation guides prepare students or seminar
participants for both instructional sessions and superior subordinates discussion, OD application,
and team building sessions following the training portion of each module. Instructors can also use
them as class or seminar planning tools.)
• Worksheets and other tools (for accomplishing certain chapter related activities)
• Quotations on the topic covered in the chapter
Introduction
• Introduction Study Guide
Chapter One: Preview of the Book's Next Generation MD/OD Project
• Chapter One Study Guide
Chapter Two: Initial Perspectives on Management Functions and Processes
• Chapter Two Study Guide
• Quotations on Management and Leadership
Chapter Three: The Analysis Phase
• Chapter Three Study Guide
• Table 3.1: Checklist of Socio Technical Factors That Influence Organizational Behavior
Chapter Four: Planning Phase Functions
• Chapter Four Study Guide
• Sample Program or Project Budget
• Sample Profit and Loss Statement (Operating Budget)
• Sample Balance Sheet (Assets and Liabilities Budget)
• Sample Cash Flow Statement (Cash Budget)
Chapter Five: Decision Making
• Chapter Five Study Guide
• Comparison Matrix Template
Chapter Six: Implementation Functions of Management
• Chapter Six Study Guide
• Delegation Worksheet
Chapter Seven: Managing Time
• Chapter Seven Study Guide
• Time Management Steps and Suggestions
CD ROM CONTENTS XXV
Module 2 Preliminary Materials
• Study Guide for Module 2 Introduction
• Personal Inventory Form
• Trait Assessment Feedback Form
• Quotations on Personal Life
• Quotations on Personal Motivation
Chapter Eight: Managerial and Leadership Styles
• Chapter Eight Study Guide
• Checklist of HT.HP (High Task, High People) Attitudes and Behavior Patterns
Chapter Nine: Major Nonpersonal Influences on Managerial Behavior
• Chapter Nine Study Guide
Chapter Ten: Personal Influences on Managerial Behavior
• Chapter Ten Study Guide
Chapter Eleven: Unifying "One Best Style" and Contingency or Situational Theories
• Chapter Eleven Study Guide
Chapter Twelve: Summary of Socio Technical Influences and the Implications for a
Synergistic MD/OD Project
• Chapter Twelve Study Guide
• Thumbnail Organizational Influences Inventory
• Table 3.1: Checklist of Socio Technical Factors That Influence Organizational Behavior
Chapter Thirteen: Individual Problem Solving and Decision Making
• Chapter Thirteen Study Guide
• Table 13.1: Problem Solving Phases and Steps
• Quotations on Thinking and Planning
Chapter Fourteen: Perspectives on Interpersonal Relations
• Chapter Fourteen Study Guide
• Examples of Double Standards
• Social Norms Worksheet
• Quotations on Interpersonal Relations
Chapter Fifteen: Effective Communication
• Chapter Fifteen Study Guide
• Table 15.2: Symptoms of Faulty Communications, and Sender and Receiver Responsibilities for
Preventing Them
• Nonverbal Communication
• Guidelines for Writing Effective Reports, Memos, and Directives
• Quotations on Communication
XXVi CD ROM CONTENTS
Chapter Sixteen: Guiding and Participating in Team Think Work Processes
• Chapter Sixteen Study Guide
• Table 16.1: Conducting Effective Team Think Processes
• List of Group Process Interaction Categories
• Group Process Evaluation Form
Chapter Seventeen: Better Individual and Organizational Learning
• Chapter Seventeen Study Guide
• Quotations on Learning
Chapter Eighteen: The Unified Practice of Management™ Model and Its Implications for
Developing More Effective Organizations
• Chapter Eighteen Study Guide |
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| index_date | 2024-07-02T16:40:00Z |
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| spelling | Cecil, Robert D. Verfasser aut Next generation management development the complete guide and resource Robert D. Cecil ; William J. Rothwell 1. ed. San Francisco Wiley 2007 XXVIII, 489 S. Ill., graph. Darst. 1 CD-ROM : 12 cm txt rdacontent n rdamedia nc rdacarrier Pfeiffer essential resources for training and HR professionals Executives Training of Management Study and teaching Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s DE-604 Rothwell, William J. 1951- Verfasser (DE-588)130580090 aut http://www.loc.gov/catdir/toc/ecip0620/2006029131.html Table of contents only HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015463229&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Cecil, Robert D. Rothwell, William J. 1951- Next generation management development the complete guide and resource Executives Training of Management Study and teaching Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 |
| title | Next generation management development the complete guide and resource |
| title_auth | Next generation management development the complete guide and resource |
| title_exact_search | Next generation management development the complete guide and resource |
| title_exact_search_txtP | Next generation management development the complete guide and resource |
| title_full | Next generation management development the complete guide and resource Robert D. Cecil ; William J. Rothwell |
| title_fullStr | Next generation management development the complete guide and resource Robert D. Cecil ; William J. Rothwell |
| title_full_unstemmed | Next generation management development the complete guide and resource Robert D. Cecil ; William J. Rothwell |
| title_short | Next generation management development |
| title_sort | next generation management development the complete guide and resource |
| title_sub | the complete guide and resource |
| topic | Executives Training of Management Study and teaching Management (DE-588)4037278-9 gnd |
| topic_facet | Executives Training of Management Study and teaching Management |
| url | http://www.loc.gov/catdir/toc/ecip0620/2006029131.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015463229&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT cecilrobertd nextgenerationmanagementdevelopmentthecompleteguideandresource AT rothwellwilliamj nextgenerationmanagementdevelopmentthecompleteguideandresource |