Becoming a master manager: a competency framework
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
[New York]
Wiley
2003
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 382 S. graph. Darst. |
| ISBN: | 047136178X |
Internformat
MARC
| LEADER | 00000nam a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV023353386 | ||
| 003 | DE-604 | ||
| 005 | 00000000000000.0 | ||
| 007 | t | ||
| 008 | 080619s2003 d||| |||| 00||| eng d | ||
| 015 | |a bA253870 |2 dnb | ||
| 020 | |a 047136178X |c (pbk.) : £ 29.95 |9 0-471-36178-X | ||
| 035 | |a (OCoLC)50041650 | ||
| 035 | |a (DE-599)BVBBV023353386 | ||
| 040 | |a DE-604 |b ger |e aacr | ||
| 041 | 0 | |a eng | |
| 050 | 0 | |a HD57.7 | |
| 082 | 0 | |a 658.4 |2 21 | |
| 084 | |a CW 4500 |0 (DE-625)19178: |2 rvk | ||
| 245 | 1 | 0 | |a Becoming a master manager |b a competency framework |c Robert E. Quinn ... |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a [New York] |b Wiley |c 2003 | |
| 300 | |a XV, 382 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Leiderschap |2 gtt | |
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Executive ability | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Management | |
| 650 | 4 | |a Organizational behavior | |
| 650 | 0 | 7 | |a Unternehmensleitung |0 (DE-588)4233771-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Führungskraft |0 (DE-588)4071497-4 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Organisationsverhalten |0 (DE-588)4285859-8 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Organisationshandeln |0 (DE-588)4220614-5 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Management |0 (DE-588)4037278-9 |2 gnd |9 rswk-swf |
| 689 | 0 | 0 | |a Management |0 (DE-588)4037278-9 |D s |
| 689 | 0 | |5 DE-604 | |
| 689 | 1 | 0 | |a Führungskraft |0 (DE-588)4071497-4 |D s |
| 689 | 1 | |5 DE-604 | |
| 689 | 2 | 0 | |a Organisationshandeln |0 (DE-588)4220614-5 |D s |
| 689 | 2 | |5 DE-604 | |
| 689 | 3 | 0 | |a Organisationsverhalten |0 (DE-588)4285859-8 |D s |
| 689 | 3 | |8 1\p |5 DE-604 | |
| 689 | 4 | 0 | |a Unternehmensleitung |0 (DE-588)4233771-9 |D s |
| 689 | 4 | |8 2\p |5 DE-604 | |
| 700 | 1 | |a Quinn, Robert E. |e Sonstige |4 oth | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016536964&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-016536964 | ||
| 883 | 1 | |8 1\p |a cgwrk |d 20201028 |q DE-101 |u https://d-nb.info/provenance/plan#cgwrk | |
| 883 | 1 | |8 2\p |a cgwrk |d 20201028 |q DE-101 |u https://d-nb.info/provenance/plan#cgwrk | |
Datensatz im Suchindex
| _version_ | 1804137712302686208 |
|---|---|
| adam_text | CHAPTER 1 Introduction: The Evolution of Management Models: A New Approach 1
Learning the Hard Way: The Case of a Limited Model 1
Models of Management 2
An Evolutionary Perspective 3
The Four Models in a Single Framework 11
The Use of Opposing Models 12
Behavioral Complexity and the Effectiveness of Managerial Leaders 14
Becoming a Manager: The Need for New Competencies 15
The Eight Roles at Different Organization Levels 19
The Negative Zone 20
Identifying the Core Competencies 22
Organizing the Learning Process 24
Conclusions 25
CHAPTER 2 The Mentor Role 29
Understanding Self and Others 31
Communicating Effectively 38
Developing Employees 48
CHAPTER 3 The Facilitator Role 59
Building Teams 62
Using Participative Decision Making 77
Managing Conflict 88
INTEGRATION I The Mentor and Facilitator Roles 103
CHAPTER 4 The Monitor Role 105
Managing Information Through Critical Thinking 106
Managing Information Overload 115
Managing Core Processes 123
CHAPTER 5 The Coordinator Role 135
Managing Projects 138
Designing Work 156
Managing Across Functions 168
X Brief Contents
INTEGRATION 2 The Monitor and Coordinator Roles 180
CHAPTER 6 The Director Role 183
Developing and Communicating a Vision 184
Setting Goals and Objectives 193
Designing and Organizing 204
CHAPTER 7 The Producer Role 219
Working Productively 224
Fostering a Productive Work Environment 233
Managing Time and Stress 244
CHAPTER 8 The Broker Role 261
Building and Maintaining a Power Base 262
Negotiating Agreement and Commitment 277
Presenting Ideas 288
CHAPTER 9 The Innovator Role 302
Living With Change 304
Thinking Creatively 310
Managing Change 321
INTEGRATION 3 The Broker and Innovator Roles 335
CHAPTER 10 Integration and the Road to Mastery 338
Assessment: Reexamining Your Profile 338
Learning: Integration and the Road to Mastery 339
Analysis: The Transcendence of Paradox 355
Practice: The Evaluation Matrix 356
Application: Your Strategy for Mastery 357
INDEX 365
!
CHAPTER 1 The Evolution of Management Models: A New Approach 1
Learning the Hard Way: The Case of a Limited Model 1
Models of Management 2
An Evolutionary Perspective 3
The Four Models in a Single Framework 11
The Use of Opposing Models 12
Behavioral Complexity and the Effectiveness of Managerial Leaders 14
Becoming a Manager: The Need for New Competencies 15
The Eight Roles at Different Organization Levels 19
The Negative Zone 20
Identifying die Core Competencies 22
Organizing the Learning Process 24
Conclusions 25
Assignment: Preassignment 25
Assignment: Familiarizing Yourself with the Competing Values Framework 26
References 26
CHAPTER 2 The Mentor Role 29
Assessment: Anchors and Oars 30
Learning: Understanding Self and Others 31
Analysis: Using the Johari Window for Understanding Self 36
Practice: Practicing Empathy 37
Application: Soliciting Feedback 37
Assessment: Communication Skills 38
Learning: Communicating Effectively 38
Analysis: Using the Left-Hand Column to Develop
Your Communication Skills 45
Practice: Working in the Left-Hand Column 45
Application: Developing Your Reflective Listening Skills 47
Assessment: Assumptions about Performance Evaluations 47
Learning: Developing Employees 48
Analysis: United Chemical Company 54
Practice: What Would You Include in the Performance Evaluation? 55
Application: The Mentor at Work 56
References 56
xii Contents
CHAPTER 3 The Facilitator Role 59
Assessment: Are You a Team Player? 60
Learning: Building Teams 62
Analysis: Stay-Alive, Inc. 74
Practice: Students as Customers Task Force 74.
Application: Team-Building Action Plan 76
Assessment: Meeting Evaluation 76
Learning: Using Participative Decision Making 77
Analysis: Decision by the Group 84
Practice: Ethics Task Force 84
Application: Meeting Management 85
Assessment: How Do You Handle Conflict? 86
Learning: Managing Conflict 88
Analysis: Zack s Electrical Parts 97
Practice: Win as Much as You Can 98
Application: Managing Your Own Conflicts 99
References 100
INTEGRATION 1 The Mentor and Facilitator Roles 103
A Brief Review 103
When the Mentor and Facilitator Roles Are Appropriate 103
Complementary Roles 104
CHAPTER 4 The Monitor Role 105
Assessment: Going Public with Your Reasoning 106
Learning: Managing Information Through Critical Thinking 106
Analysis: Argument Mapping 111
Practice: Providing Warrants 113
Application: Implementation Plan 114
Assessment: Data Overload and Information Gaps 114
Learning: Managing Information Overload 115
Analysis: Using the Traffing Method to Channel Information 121
Practice: Monitoring Your Performance by Inviting Feedback 122
Application: Directing Your Own Information Traffic 122
Assessment: What Went Wrong and Why? 123
Learning: Managing Core Processes 123
Analysis: Can This Process Be Improved? 127
Practice: A Better Process for Handling Small-Business Loan Applications 128
Application: Mapping and Improving a Process Yourself 133
References 133
CHAPTER 5 The Coordinator Role 135
Assessment: Project Planning 138
Learning: Managing Projects 138
Analysis: Project Planning 152
Practice: The Job Fair 154
Contents xiii
Application: Managing Your Own Project 155
Assessment: Your Ideal Work Situation 155
Learning: Designing Work 156
Analysis: What s My Job Design? 1 67
Practice: Redesigning Work 167
Application: Designing the Work Team 167
Assessment: Student Orientation 168
Learning: Managing Across Functions 168
Analysis: Errors in the Design? 176
Practice: Student Orientation Revisited 177
Application: Examining a Cross-Functional Team 177
References 178
INTEGRATION 2 The Monitor and Coordinator Roles 180
A Brief Review 180
When the Monitor and Coordinator Roles Are Appropriate 180
Complementary Roles 181
CHAPTER 6 The Director Role 183
Assessment: Origins of Personal Vision 184
Learning: Developing and Communicating a Vision 184
Analysis: Vision During Challenging Times 189
Practice: PeopleSoft After the Founder 191
Application: Crafting Your Personal Vision Statement 192
Assessment: Personal Goals ] 93
Learning: Setting Goals and Objectives 193
Analysis: MBO Is Not for Me 200
Practice: Write Your Own MBO 203
Application: Setting Your Goals 203
Assessment: Design and Desired Outcomes 203
Learning: Designing and Organizing 204
Analysis: Designing and Organizing a Collaboration on a Web-Based Initiative 21 5
Practice: Applying Cultural Type to the Redesign of Our Assessment Activity 216
Application: Understanding the Design and Organization of Your Company 216
References 217
CHAPTER 7 The Producer Role 219
Assessment: When Are You the Most Productive and Motivated? 223
Learning: Working Productively 224
Analysis: When Are You the Most Productive and Motivated? 229
Practice: Feeling Dead-Ended 230
Application: Creating Your Own Strategy for Increasing Personal
Productivity and Motivation 231
Assessment: Factors Contributing to a Productive Work Environment 232
Learning: Fostering a Productive Work Environment 233
xiv Contents
Analysis: The Case of Michael Simpson 240
Practice: The Same Old Job 242
Application: Understanding Organizational Reward Systems 243
Assessment: Organizational Stressors 243
Learning: Managing Time and Stress/Balancing Competing Demands 244
Analysis: Wasting Time 256
Practice: Clarify Your Values 257
Application: Improving Your Stress and Time Management 258
References 258
CHAPTER 8 The Broker Role 261
Assessment: Who Is Powerful? 262
Learning: Building and Maintaining a Power Base 262
Analysis: I Hope You Can Help Me Out : Don Lowell Case Study 270
Practice I: The Big Move 272
Practice II: Getting a Little More Sleep 275
Application: Changing Your Power Base by Changing Your Influence Strategy 276
Assessment: How Effective Are You at Negotiating Agreement? 276
Learning: Negotiating Agreement and Commitment 277
Analysis: Your Effectiveness as a Negotiator 284
Practice: Standing on the Firing Line 285
Application: Practicing Negotiating 287
Assessment: The Presenter s Touch: You May Have It but Not Know It 287
Learning: Presenting Ideas: Effective Oral Presentations 288
Analysis: Applying SSSAP 298
Practice: You Be the Speaker 298
Application: SSSAP: A Document of Your Choice 299
References 300
CHAPTER 9 The Innovator Role 302
Assessment: Personal Acceptance of Change 303
Learning: Living with Change 304
Analysis: Living with Change and the Power of Purpose 308
Practice: The Power of Purpose Revisited 309
Application: Providing Help 309
Assessment: Are You a Creative Thinker? 309
Learning: Thinking Creatively 310
Analysis: Creativity and Managerial Style 318
Practice: Creative-Relevant Skills 318
Application: New Approaches to the Same Old Problem 320
Assessment: Changes in My Organization 320
Learning: Managing Change 321
Analysis: Reorganizing the Legal Division 329
Practice: Force Field Analysis 331
Application: Planning a Change 332
References 333
Contents xv
INTEGRATION 3 The Broker and Innovator Roles 335
A Brief Review 335
When the Broker and Innovator Roles Are Appropriate 335
Complementary Roles 336
CHAPTER 10 Integration and the Road to Mastery:
Understanding the Developmental Process 338
Assessment: Reexamining Your Profile 338
Learning: Integration and the Road to Mastery 339
Analysis: The Transcendence of Paradox 355
Practice: The Evaluation Matrix 356
Application: Your Strategy for Mastery 356
References 357
A Competing Values Reading List 357
INDEX 365
|
| adam_txt |
CHAPTER 1 Introduction: The Evolution of Management Models: A New Approach 1
Learning the Hard Way: The Case of a Limited Model 1
Models of Management 2
An Evolutionary Perspective 3
The Four Models in a Single Framework 11
The Use of Opposing Models 12
Behavioral Complexity and the Effectiveness of Managerial Leaders 14
Becoming a Manager: The Need for New Competencies 15
The Eight Roles at Different Organization Levels 19
The Negative Zone 20
Identifying the Core Competencies 22
Organizing the Learning Process 24
Conclusions 25
CHAPTER 2 The Mentor Role 29
Understanding Self and Others 31
Communicating Effectively 38
Developing Employees 48
CHAPTER 3 The Facilitator Role 59
Building Teams 62
Using Participative Decision Making 77
Managing Conflict 88
INTEGRATION I The Mentor and Facilitator Roles 103
CHAPTER 4 The Monitor Role 105
Managing Information Through Critical Thinking 106
Managing Information Overload 115
Managing Core Processes 123
CHAPTER 5 The Coordinator Role 135
Managing Projects 138
Designing Work 156
Managing Across Functions 168
X Brief Contents
INTEGRATION 2 The Monitor and Coordinator Roles 180
CHAPTER 6 The Director Role 183
Developing and Communicating a Vision 184
Setting Goals and Objectives 193
Designing and Organizing 204
CHAPTER 7 The Producer Role 219
Working Productively 224
Fostering a Productive Work Environment 233
Managing Time and Stress 244
CHAPTER 8 The Broker Role 261
Building and Maintaining a Power Base 262
Negotiating Agreement and Commitment 277
Presenting Ideas 288
CHAPTER 9 The Innovator Role 302
Living With Change 304
Thinking Creatively 310
Managing Change 321
INTEGRATION 3 The Broker and Innovator Roles 335
CHAPTER 10 Integration and the Road to Mastery 338
Assessment: Reexamining Your Profile 338
Learning: Integration and the Road to Mastery 339
Analysis: The Transcendence of Paradox 355
Practice: The Evaluation Matrix 356
Application: Your Strategy for Mastery 357
INDEX 365
!
CHAPTER 1 The Evolution of Management Models: A New Approach 1
Learning the Hard Way: The Case of a Limited Model 1
Models of Management 2
An Evolutionary Perspective 3
The Four Models in a Single Framework 11
The Use of Opposing Models 12
Behavioral Complexity and the Effectiveness of Managerial Leaders 14
Becoming a Manager: The Need for New Competencies 15
The Eight Roles at Different Organization Levels 19
The Negative Zone 20
Identifying die Core Competencies 22
Organizing the Learning Process 24
Conclusions 25
Assignment: Preassignment 25
Assignment: Familiarizing Yourself with the Competing Values Framework 26
References 26
CHAPTER 2 The Mentor Role 29
Assessment: Anchors and Oars 30
Learning: Understanding Self and Others 31
Analysis: Using the Johari Window for Understanding Self 36
Practice: Practicing Empathy 37
Application: Soliciting Feedback 37
Assessment: Communication Skills 38
Learning: Communicating Effectively 38
Analysis: Using the Left-Hand Column to Develop
Your Communication Skills 45
Practice: Working in the Left-Hand Column 45
Application: Developing Your Reflective Listening Skills 47
Assessment: Assumptions about Performance Evaluations 47
Learning: Developing Employees 48
Analysis: United Chemical Company 54
Practice: What Would You Include in the Performance Evaluation? 55
Application: The Mentor at Work 56
References 56
xii Contents
CHAPTER 3 The Facilitator Role 59
Assessment: Are You a Team Player? 60
Learning: Building Teams 62
Analysis: Stay-Alive, Inc. 74
Practice: "Students as Customers" Task Force 74.
Application: Team-Building Action Plan 76
Assessment: Meeting Evaluation 76
Learning: Using Participative Decision Making 77
Analysis: Decision by the Group 84
Practice: Ethics Task Force 84
Application: Meeting Management 85
Assessment: How Do You Handle Conflict? 86
Learning: Managing Conflict 88
Analysis: Zack's Electrical Parts 97
Practice: Win as Much as You Can 98
Application: Managing Your Own Conflicts 99
References 100
INTEGRATION 1 The Mentor and Facilitator Roles 103
A Brief Review 103
When the Mentor and Facilitator Roles Are Appropriate 103
Complementary Roles 104
CHAPTER 4 The Monitor Role 105
Assessment: Going Public with Your Reasoning 106
Learning: Managing Information Through Critical Thinking 106
Analysis: Argument Mapping 111
Practice: Providing Warrants 113
Application: Implementation Plan 114
Assessment: Data Overload and Information Gaps 114
Learning: Managing Information Overload 115
Analysis: Using the Traffing Method to Channel Information 121
Practice: Monitoring Your Performance by Inviting Feedback 122
Application: Directing Your Own Information Traffic 122
Assessment: What Went Wrong and Why? 123
Learning: Managing Core Processes 123
Analysis: Can This Process Be Improved? 127
Practice: A Better Process for Handling Small-Business Loan Applications 128
Application: Mapping and Improving a Process Yourself 133
References 133
CHAPTER 5 The Coordinator Role 135
Assessment: Project Planning 138
Learning: Managing Projects 138
Analysis: Project Planning 152
Practice: The Job Fair 154
Contents xiii
Application: Managing Your Own Project 155
Assessment: Your Ideal Work Situation 155
Learning: Designing Work 156
Analysis: What's My Job Design? 1 67
Practice: Redesigning Work 167
Application: Designing the Work Team 167
Assessment: Student Orientation 168
Learning: Managing Across Functions 168
Analysis: Errors in the Design? 176
Practice: Student Orientation Revisited 177
Application: Examining a Cross-Functional Team 177
References 178
INTEGRATION 2 The Monitor and Coordinator Roles 180
A Brief Review 180
When the Monitor and Coordinator Roles Are Appropriate 180
Complementary Roles 181
CHAPTER 6 The Director Role 183
Assessment: Origins of Personal Vision 184
Learning: Developing and Communicating a Vision 184
Analysis: Vision During Challenging Times 189
Practice: PeopleSoft After the Founder 191
Application: Crafting Your Personal Vision Statement 192
Assessment: Personal Goals ] 93
Learning: Setting Goals and Objectives 193
Analysis: MBO Is Not for Me 200
Practice: Write Your Own MBO 203
Application: Setting Your Goals 203
Assessment: Design and Desired Outcomes 203
Learning: Designing and Organizing 204
Analysis: Designing and Organizing a Collaboration on a Web-Based Initiative 21 5
Practice: Applying Cultural Type to the Redesign of Our Assessment Activity 216
Application: Understanding the Design and Organization of Your Company 216
References 217
CHAPTER 7 The Producer Role 219
Assessment: When Are You the Most Productive and Motivated? 223
Learning: Working Productively 224
Analysis: When Are You the Most Productive and Motivated? 229
Practice: Feeling Dead-Ended 230
Application: Creating Your Own Strategy for Increasing Personal
Productivity and Motivation 231
Assessment: Factors Contributing to a Productive Work Environment 232
Learning: Fostering a Productive Work Environment 233
xiv Contents
Analysis: The Case of Michael Simpson 240
Practice: The Same Old Job 242
Application: Understanding Organizational Reward Systems 243
Assessment: Organizational Stressors 243
Learning: Managing Time and Stress/Balancing Competing Demands 244
Analysis: Wasting Time 256
Practice: Clarify Your Values 257
Application: Improving Your Stress and Time Management 258
References 258
CHAPTER 8 The Broker Role 261
Assessment: Who Is Powerful? 262
Learning: Building and Maintaining a Power Base 262
Analysis: "I Hope You Can Help Me Out": Don Lowell Case Study 270
Practice I: The Big Move 272
Practice II: Getting a Little More Sleep 275
Application: Changing Your Power Base by Changing Your Influence Strategy 276
Assessment: How Effective Are You at Negotiating Agreement? 276
Learning: Negotiating Agreement and Commitment 277
Analysis: Your Effectiveness as a Negotiator 284
Practice: Standing on the Firing Line 285
Application: Practicing Negotiating 287
Assessment: The Presenter's Touch: You May Have It but Not Know It 287
Learning: Presenting Ideas: Effective Oral Presentations 288
Analysis: Applying SSSAP 298
Practice: You Be the Speaker 298
Application: SSSAP: A Document of Your Choice 299
References 300
CHAPTER 9 The Innovator Role 302
Assessment: Personal Acceptance of Change 303
Learning: Living with Change 304
Analysis: Living with Change and the Power of Purpose 308
Practice: The Power of Purpose Revisited 309
Application: Providing Help 309
Assessment: Are You a Creative Thinker? 309
Learning: Thinking Creatively 310
Analysis: Creativity and Managerial Style 318
Practice: Creative-Relevant Skills 318
Application: New Approaches to the Same Old Problem 320
Assessment: Changes in My Organization 320
Learning: Managing Change 321
Analysis: Reorganizing the Legal Division 329
Practice: Force Field Analysis 331
Application: Planning a Change 332
References 333
Contents xv
INTEGRATION 3 The Broker and Innovator Roles 335
A Brief Review 335
When the Broker and Innovator Roles Are Appropriate 335
Complementary Roles 336
CHAPTER 10 Integration and the Road to Mastery:
Understanding the Developmental Process 338
Assessment: Reexamining Your Profile 338
Learning: Integration and the Road to Mastery 339
Analysis: The Transcendence of Paradox 355
Practice: The Evaluation Matrix 356
Application: Your Strategy for Mastery 356
References 357
A Competing Values Reading List 357
INDEX 365 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| building | Verbundindex |
| bvnumber | BV023353386 |
| callnumber-first | H - Social Science |
| callnumber-label | HD57 |
| callnumber-raw | HD57.7 |
| callnumber-search | HD57.7 |
| callnumber-sort | HD 257.7 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | CW 4500 |
| ctrlnum | (OCoLC)50041650 (DE-599)BVBBV023353386 |
| dewey-full | 658.4 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4 |
| dewey-search | 658.4 |
| dewey-sort | 3658.4 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Psychologie Wirtschaftswissenschaften |
| discipline_str_mv | Psychologie Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>02207nam a2200589 c 4500</leader><controlfield tag="001">BV023353386</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">00000000000000.0</controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">080619s2003 d||| |||| 00||| eng d</controlfield><datafield tag="015" ind1=" " ind2=" "><subfield code="a">bA253870</subfield><subfield code="2">dnb</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">047136178X</subfield><subfield code="c">(pbk.) : £ 29.95</subfield><subfield code="9">0-471-36178-X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)50041650</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV023353386</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">aacr</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">HD57.7</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.4</subfield><subfield code="2">21</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">CW 4500</subfield><subfield code="0">(DE-625)19178:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Becoming a master manager</subfield><subfield code="b">a competency framework</subfield><subfield code="c">Robert E. Quinn ...</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">3. ed.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">[New York]</subfield><subfield code="b">Wiley</subfield><subfield code="c">2003</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">XV, 382 S.</subfield><subfield code="b">graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Leiderschap</subfield><subfield code="2">gtt</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Führung</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Executive ability</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Leadership</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organizational behavior</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Unternehmensleitung</subfield><subfield code="0">(DE-588)4233771-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Führungskraft</subfield><subfield code="0">(DE-588)4071497-4</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Organisationsverhalten</subfield><subfield code="0">(DE-588)4285859-8</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Organisationshandeln</subfield><subfield code="0">(DE-588)4220614-5</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="1" ind2="0"><subfield code="a">Führungskraft</subfield><subfield code="0">(DE-588)4071497-4</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="2" ind2="0"><subfield code="a">Organisationshandeln</subfield><subfield code="0">(DE-588)4220614-5</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="2" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="3" ind2="0"><subfield code="a">Organisationsverhalten</subfield><subfield code="0">(DE-588)4285859-8</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="3" ind2=" "><subfield code="8">1\p</subfield><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="4" ind2="0"><subfield code="a">Unternehmensleitung</subfield><subfield code="0">(DE-588)4233771-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="4" ind2=" "><subfield code="8">2\p</subfield><subfield code="5">DE-604</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Quinn, Robert E.</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">HBZ Datenaustausch</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016536964&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-016536964</subfield></datafield><datafield tag="883" ind1="1" ind2=" "><subfield code="8">1\p</subfield><subfield code="a">cgwrk</subfield><subfield code="d">20201028</subfield><subfield code="q">DE-101</subfield><subfield code="u">https://d-nb.info/provenance/plan#cgwrk</subfield></datafield><datafield tag="883" ind1="1" ind2=" "><subfield code="8">2\p</subfield><subfield code="a">cgwrk</subfield><subfield code="d">20201028</subfield><subfield code="q">DE-101</subfield><subfield code="u">https://d-nb.info/provenance/plan#cgwrk</subfield></datafield></record></collection> |
| id | DE-604.BV023353386 |
| illustrated | Illustrated |
| index_date | 2024-07-02T21:06:06Z |
| indexdate | 2024-07-09T21:16:39Z |
| institution | BVB |
| isbn | 047136178X |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016536964 |
| oclc_num | 50041650 |
| open_access_boolean | |
| physical | XV, 382 S. graph. Darst. |
| publishDate | 2003 |
| publishDateSearch | 2003 |
| publishDateSort | 2003 |
| publisher | Wiley |
| record_format | marc |
| spelling | Becoming a master manager a competency framework Robert E. Quinn ... 3. ed. [New York] Wiley 2003 XV, 382 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Leiderschap gtt Führung Executive ability Leadership Management Organizational behavior Unternehmensleitung (DE-588)4233771-9 gnd rswk-swf Führungskraft (DE-588)4071497-4 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationshandeln (DE-588)4220614-5 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s DE-604 Führungskraft (DE-588)4071497-4 s Organisationshandeln (DE-588)4220614-5 s Organisationsverhalten (DE-588)4285859-8 s 1\p DE-604 Unternehmensleitung (DE-588)4233771-9 s 2\p DE-604 Quinn, Robert E. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016536964&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Becoming a master manager a competency framework Leiderschap gtt Führung Executive ability Leadership Management Organizational behavior Unternehmensleitung (DE-588)4233771-9 gnd Führungskraft (DE-588)4071497-4 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationshandeln (DE-588)4220614-5 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4233771-9 (DE-588)4071497-4 (DE-588)4285859-8 (DE-588)4220614-5 (DE-588)4037278-9 |
| title | Becoming a master manager a competency framework |
| title_auth | Becoming a master manager a competency framework |
| title_exact_search | Becoming a master manager a competency framework |
| title_exact_search_txtP | Becoming a master manager a competency framework |
| title_full | Becoming a master manager a competency framework Robert E. Quinn ... |
| title_fullStr | Becoming a master manager a competency framework Robert E. Quinn ... |
| title_full_unstemmed | Becoming a master manager a competency framework Robert E. Quinn ... |
| title_short | Becoming a master manager |
| title_sort | becoming a master manager a competency framework |
| title_sub | a competency framework |
| topic | Leiderschap gtt Führung Executive ability Leadership Management Organizational behavior Unternehmensleitung (DE-588)4233771-9 gnd Führungskraft (DE-588)4071497-4 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationshandeln (DE-588)4220614-5 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Leiderschap Führung Executive ability Leadership Management Organizational behavior Unternehmensleitung Führungskraft Organisationsverhalten Organisationshandeln |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016536964&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT quinnroberte becomingamastermanageracompetencyframework |