Verfügbarkeit: Developing management skills

Developing management skills:

Gespeichert in:

Bibliographische Detailangaben
Hauptverfasser:	Whetten, David A. 1946- (VerfasserIn), Cameron, Kim S. 1946- (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Boston, Mass. [u.a.] Pearson 2011
Ausgabe:	8., global ed.
Schlagworte:	Management > Study and teaching Management > Problems, exercises, etc Management Führungskraft Führungskräfteentwicklung Führung Schulung Managementschule Führungseigenschaft
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Includes bibliographical references and index
Beschreibung:	742 S. Ill., graph. Darst.
ISBN:	9780273756057 0273756052 9780136121008

Internformat

MARC


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Datensatz im Suchindex

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adam_text	THE CRITICAL ROLE OF MANAGEMENT SKILLS 25 The Importance of Competent Managers 28 The Skills of Effective Managers 29 Essential Management Skills 30 What Are Management Skills? 31 Improving Management Skills 34 An Approach to Skill Development 35 Leadership and Management 38 Contents of the Book 40 Organization of the Book 41 Practice and Application 43 Diversity and Individual Differences 43 Summary 45 SUPPLEMENTARY MATERIAL 46 Diagnostic Survey and Exercises 46 Personal Assessment of Management Skills (PAMS) 4t What Does It Take to Be an Effective Manager? 50 SSS Software In-Basket Exercise 52 SCORING KEY AND COMPARISON DATA 64 Personal Assessment of Management Skills 64 Scoring Key 64 Comparison Data 64 What Does It Take to Be an Effective Manager? 65 SSS Software In-Basket Exercise 65 SKILL ASSESSMENT 68 Diagnostic Surveys for Scale Self-Awareness 68 Self-Awareness Assessment 68 Emotional Intelligence Assessment 6 9 The Defining Issues Test 70 Cognitive Style Indicator 74 Locus of Control Scale 74 Tolerance of Ambiguity Scale 76 Core Self-Evaluation Scale (CSES) 78 SKILL LEARNING 79 Key Dimensions of Self-Awareness 79 The Enigma of Self-Awareness 80 The Sensitive Line 80 Understanding and Appreciating Individual Differences 82 Important Areas of Self-Awareness 83 Emotional Intelligence 84 Values 87 Ethical Decision Making and Values 94 Cognitive Style 96 Attitudes Toward Change 98 Core Self-Evaluation 101 SKILL ANALYSIS 106 Cases Involving Self-Awareness 106 Communist Prison Camp 106 Computerized Exam 107 Decision Dilemmas 108 SKILL PRACTICE 111 Exercises for Improving Self-Awareness Through Self-Disclosure 111 Through the Looking Glass 111 Diagnosing Managerial Characteristics 112 An Exercise for Identifying Aspects of Personal Culture: A Learning Plan and Autobiography 114 SKILL APPLICATION 117 Activities for Developing Self-Awareness 117 Suggested Assignments 117 Application Planând Evaluation 117 SCORING KEYS AND COMPARISON DATA 119 Self-Awareness Assessment 119 Scoring Key 119 Comparison Data 119 Emotional Intelligence Assessment 119 Scoring Key 119 Comparison Data 121 The Defining Issues Test 121 The Escaped Prisoner 121 The Doctor's Dilemma 122 The Newspaper 122 Cognitive Style Indicator 123 Scoring and Comparison Data for the Cognitive Style Indicator 123 Scoring Key 123 Comparison Data 123 Locus of Control Scale 123 Scoring Key 123 Comparison Data 124 Tolerance of Ambiguity Scale 124 Scoring Key 124 Comparison Data 124 MANAGING PERSONAL STRESS 127 SKILLASSESSMENT 128 Diagnostic Surveys for Managing Stress 128 Stress Management Assessment 128 Time Management Assessment 129 Type A Personality Inventory 130 Social Readjustment Rating Scale 131 Sources of Personal Stress 133 SKILL LEARNING 134 Improving the Management of Stress and Time 134 77ге Role of Management 135 Major Elements of Stress 135 Reactions to Stress 136 Coping with Stress 137 Managing Stress 139 Stressors 139 Eliminating Stressors 142 Eliminating Time Stressors Through Time Management 143 Eliminating Encounter Stressors Through Collaboration and Emotional Intelligence 150 Eliminating Situational Stressors Through Work Redesign 152 Eliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small Wins 154 Developing Resiliency 15 6 Physiological Resiliency 158 Psychological Resiliency 161 Social Resiliency 165 Temporary Stress-Reduction Techniques 166 SKILL ANALYSIS 169 Cases Involving Stress Management 169 The Turn of the Tide 169 The Case of the Missing Time 172 SKILL PRACTICE 177 Exercises for Long-Term and Short-Run Stress Management 177 The Small-Wins Strategy 177 Life-Balance Analysis 178 Deep Relaxation 180 Monitoring and Managing Time 181 SKILL APPLICATION 183 Activities for Managing Stress 183 Suggested Assignments 183 Application Plan and Evaluation 184 SCORING KEYS AND COMPARISON DATA 186 Stress Management Assessment 186 Scoring Key 186 Comparison Data 186 Time Management Assessment 186 Scoring Key 186 Comparison Data 187 Type A Personality Inventory 187 Scoring Key 187 Comparison Data 187 Social Readjustment Rating Scale 188 Comparison Data 188 Source of Personal Stress 188 SOLVING PROBLEMS ANALYTICALLY AND CREATIVELY 189 SKILL ASSESSMENT 190 Diagnostic Surveys for Creative Problem Solving 190 Problem Solving, Creativity, and Innovation 190 How Creative Are You? 191 Innovative Attitude Scale 193 Creative Style Assessment 194 SKILL LEARNING 196 Problem Solving, Creativity, and Innovation 196 Steps in Analytical Problem Solving 196 Defining the Problem 196 Generating Alternatives 198 Evaluating Alternatives 198 Implementing the Solution 199 Limitations of the Analytical Problem-Solving Model 200 Impediments to Creative Problem Solving 200 Multiple Approaches to Creativity 201 Conceptual Blocks 205 Percy Spencer's Magnetron 207 Speme Silver's Glue 207 The Four Types of Conceptual Blocks 207 Review of Conceptual Blocks 216 Conceptual Blockbusting 216 Stages in Creative Thought 216 Methods for Improving Problem Definition 217 Ways to Generate More Alternatives 221 International Caveats 224 Hints for Applying Problem-Solving Techniques 225 Fostering Creativity in Others 225 Management Principles 226 SKILL ANALYSIS 232 Cases Involving Problem Solving 232 Chip and Bin 232 Creativity at Apple 234 SKILL PRACTICE 237 Exercises for Applying Conceptual Blockbusting 237 Individual Assignment—Analytical Problem Solving (10 minutes) 237 Team Assignment—Creative Problem Solving (20 minutes) 238 Moving Up in the Rankings 238 Keith Dunn and McGuffey's Restaurant 239 Creative Problem-Solving Practice 243 SKILL APPLICATION 244 Activities for Solving Problems Creatively 244 Suggested Assignments 244 Application Plan and Evaluation 244 SCORING KEYS AND COMPARISON DATA 246 Problem Solving, Creativity, and Innovation 246 Scoring Key 246 Comparison Data 246 How Creative Are You? 246 Scoring Key 246 Comparison Data 247 Innovative Attitude Scale 247 Scoring Key 247 Creative Style Assessment 248 Scoring Key 248 Comparison Data 248 SKILL PRACTICE Applying Conceptual Blockbusting 249 Observer's Feedback Form 249 Answer to Matchstick Problem in Figure 3.4 251 Answer to Shakespeare Riddle in Figure 3.5 251 Some Common Themes Applying to Water and Finance 251 Answer to Name That Ship Problem in Figure 3.6 252 Answer to Nine-Dot Problem in Figure 3.7 252 Answer to Embedded Pattern Problem in Figure 3.8 253 BUILDING RELATIONSHIPS BY COMMUNICATING SUPPOKTIVELY 25S SKILL ASSESSMENT 256 Diagnostic Surveys for Supportive Communication 256 Communicating Supportively 256 Communication Styles 257 SKILL LEARNING 260 Building Positive Interpersonal Relationships 260 The Importance of Effective Communication 261 The Focus on Accuracy 262 What Is Supportive Communication? 264 Coaching and Counseling 266 Coaching and Counseling Problems 267 Defensiveness and Disconfirmation 268 Principles of Supportive Communication 269 Supportive Communication Is Based on Congruence, Not Incongruence 269 Supportive Communication Is Descriptive, Not Evaluative 270 Supportive Communication Is Problem-oriented, Not Person-oriented 272 Supportive Communication Validates Rather than Invalidates Individuals 273 Supportive Communication Is Specific (Useful), Not Global (Nonuseful) 275 Supportive Communication Is Conjunctive, Not Disjunctive 276 Supportive Communication Is Owned, Not Disowned 277 Supportive Communication Requires Supportive Listening, Not One-Way Message Delivery 278 The Personal Management Interview 282 International Caveats 285 SKILL ANALYSIS 288 Cases Involving Building Positive Relationships 288 When the Cat's Away, the Mice Will Play 288 Rejected Plans SKILL PRACTICE 291 Exercises for Diagnosing Communication Problems and Fostering Understanding 291 United Chemical Company 291 Byron vs. Thomas 293 Active Listening Exercise 294 SKILL APPLICATION 296 Activities for Communicating Supportively 296 Suggested Assignments 296 Application Plan and Evaluation 296 SCORING KEYS AND COMPARISON DATA 298 Communicating Supportively 298 Scoring Key 298 Comparison Data 298 Communication Styles 298 Comparison Data 298 SKILL PRACTICE Diagnosing Problems and Fostering Understanding: United Chemical Company and Byron vs. Thomas 300 Observer's Feedback Form 300 GAINING POWER AND INFLUENCE 301 SKILL ASSESSMENT 302 Diagnostic Surveys for Gaining Power and Influence 302 Gaining Power and Influence 302 Using Influence Strategies 303 SKILL LEARNING 305 Building a Strong Power Base and Using Influence Wisely 305 A Balanced View of Power 305 Lack of Power 305 Abuse of Power 307 Strategies for Gaining Organizational Power 308 The Necessity of Power and Empowerment 308 Sources of Personal Power 310 Sources of Positional Power 315 Transforming Power into Influence 320 Influence Strategies: The Three Rs 320 The Pros and Cons of Each Strategy 322 Acting Assertively: Neutralizing Influence Attempts 326 SKILL ANALYSIS 332 Case Involving Power and Influence 332 Banning Foreign Recruitment 332 SKILL PRACTICE 333 Exercise for Gaining Power 333 Repairing Power Failures in Management Circuits 333 Exercise for Using Influence Effectively 334 Ann Lyman 's Proposal 335 Exercises for Neutralizing Unwanted Influence Attempts 336 Cindy's Fast Foods 336 9:00 to 7:30 337 SKILL APPLICATION 339 Activities for Gaining Power and Influence 339 Suggested Assignments 339 Application Plan and Evaluation 340 SCORING KEYS AND COMPARISON DATA 341 Gaining Power and Influence 341 Scoring Key 341 Comparison Data 342 Using Influence Strategies 342 Scoring Key 342 SKILL PRACTICE Neutralizing Unwanted Influence Attempts 343 Observer's Feedback Form 343 MOTÍVATÍWí -І 01 HERS ЪШ SKILL ASSESSMENT 346 Diagnostic Surveys for Motivating Others 346 Diagnosing Poor Performance and Enhancing Motivation 346 Work Performance Assessment 347 SKILL LEARNING 348 Increasing Motivation and Performance 348 Diagnosing Work Performance Problems 348 Enhancing Individuals' Abilities 350 Fostering a Motivating Work Environment 352 Elements of an Effective Motivation Program 353 Establish Clear Performance Expectations 354 Remove Obstacles to Performance 356 Reinforce Performance-Enhancing Behavior 358 Provide Salient Rewards 366 Be Fair and Equitable 370 Provide Timely Rewards and Accurate Feedback 370 SKILL ANALYSIS 376 Case Involving Motivation Problems 376 Electro Logic 376 SKILL PRACTICE 383 Exercises for Diagnosing Work Performance Problems 383 foe Chaney 385 Work Performance Assessment 386 Exercise for Reshaping Unacceptable Behaviors 386 Shaheen Matambo 386 SKILL APPLICATION 389 Activities for Motivating Others 389 Suggested Assignments 389 Application Plan and Evaluation 390 SCORING KEYS AND COMPARISON DATA 392 Diagnosing Poor Performance and Enhancing Motivation 392 Scoring Key 392 Comparison Data 392 Work Performance 393 Scoring Key 393 Comparison Data 393 SKILL PRACTICE Exercise for Reshaping Unacceptable Behaviors 394 Observer's Feedback Form 394 MANAGING CONFLICT 395 SKILL ASSESSMENT 396 Diagnostic Surveys for Managing Conflict 396 Managing Interpersonal Conflict 396 Strategies for Handling Conflict 397 SKILL LEARNING 398 Interpersonal Conflict Management 398 Mixed Feelings About Conflict 398 Diagnosing the Type of Interpersonal Conflict 400 Conflict Focus 400 Conflict Source 402 Selecting the Appropriate Conflict Management Approach 405 Comparing Conflict Management and Negotiation Strategies 408 Selection Factors 408 Resolving Interpersonal Confrontations Using the Collaborative Approach 412 A General Framework for Collaborative Problem Solving 413 The Four Phases of Collaborative Problem Solving 414 SKILL ANALYSIS 427 Case Involving Interpersonal Conflict 427 Educational Pension Investments 427 SKILL PRACTICE 432 Exercise for Diagnosing Sources of Conflict 432 SSS Software Management Problems 432 Exercises for Selecting an Appropriate Conflict Management Strategy 440 Bradley's Barn 441 Avocado Computers 441 Phelps, Inc. 442 Exercises for Resolving Interpersonal Disputes 442 Freída Mae Jones 443 Can Larry Fit In? 445 Meeting at Hartford Manufacturing Company 446 SKILL APPLICATION 453 Activities for Improving Managing Conflict Skills 453 Suggested Assignments 453 Application Plan and Evaluation 454 SCORING KEYS AND COMPARISON DATA 456 Managing Interpersonal Conflict 456 Scoring Key 456 Comparison Data 457 Strategies for Handling Conflict 457 Scoring Key 457 SKILL PRACTICE Exercises for Resolving Interpersonal Disputes 458 Observer's Feedback Form 458 EMPOWERING AND DELEGATING 461 SKILL ASSESSMENT 462 Diagnostic Surveys for Empowering and Delegating 462 Effective Empowerment and Delegation 462 Personal Empowerment Assessment 463 SKILL LEARNING 465 Empowering and Delegating 465 A Management Dilemma Involving Empowerment 465 The Dirty Dozen 466 The Meaning of Empowerment 467 Historical Roots of Empowerment 468 Dimensions of Empowerment 469 Self-Efficacy 469 Self-Détermination 470 Personal Consequence 471 Meaning 471 Trust 472 Review of Empowerment Dimensions 473 How to Develop Empowerment 473 Articulating a Clear Vision and Goals 474 Fostering Personal Mastery Experiences 475 Modeling 476 Providing Support 476 Emotional Arousal 477 Providing Information 478 Providing Resources 479 Connecting to Outcomes 479 Creating Confidence 480 Review of Empowerment Principles 481 Inhibitors to Empowerment 483 Attitudes About Subordinates 484 Personal Insecurities 484 Need for Control 484 Delegating Work 485 Advantages of Empowered Delegation 485 Deciding When to Delegate 486 Deciding to Whom to Delegate 487 Deciding How to Delegate Effectively 487 Review of Delegation Principles 492 International Caveats 493 SKILL ANALYSIS 496 Cases Involving Empowerment and Delegation 496 Minding the Store 496 Changing the Portfolio 497 SKILL PRACTICE 498 Exercises for Empowerment 498 Executive Development Associates 498 Empowering Ourselves 502 Deciding to Delegate 503 SKILL APPLICATION 505 Activities for Empowerment and Delegation 505 Suggested Assignments 505 Application Plan and Evaluation 505 SCORING KEYS AND COMPARISON DATA 507 Effective Empowerment and Delegation 507 Scoring Key 507 Comparison Data 507 Personal Empowerment 507 Scoring Key 507 Comparison Data 508 SKILL PRACTICE Deciding to Delegate: Analysis of "An Emergency Request" 508 SKILL PRACTICE Analysis of "Biological Warfare" 509 BUILDING EFFECTIVE TEAMS AND TEAMWORK 511 SKILLASSESSMENT 512 Diagnostic Surveys for Building Effective Teams 512 Team Development Behaviors 512 Diagnosing the Need for Team Building 513 SKILL LEARNING 515 Developing Teams and Teamwork 515 The Advantages of Teams 516 An Example of an Effective Team 519 Team Development 520 The Forming Stage 520 The Norming Stage 521 The Storming Stage 523 The Performing Stage 525 Leading Teams 528 Developing Credibility 529 Establish SMART Goals and Everest Coals 531 International Caveats 533 Team Membership 534 Advantageous Roles 534 Providing Feedback 538 International Caveats 539 SKILL ANALYSIS 541 Cases Involving Building Effective Teams 541 She Loves a Challenge! 541 The Cash Register Incident 543 SKILL PRACTICE 545 Exercises in Building Effective Teams 545 Team Diagnosis and Team Development Exercise 545 Winning the War on Talent 546 Team Performance Exercise 549 SKILL APPLICATION 551 Activities for Building Effective Teams 551 Suggested Assignments 551 Application Plan and Evaluation 552 SCORING KEYS AND COMPARISON DATA 553 Team Development Behaviors 553 Scoring Key 553 Comparison Data 553 Diagnosing the Need for Team Building 553 Comparison Data 553 J LEADING POSITIVE CHANGE 555 SKILL ASSESSMENT 556 Diagnostic Surveys for Leading Positive Change 556 Leading Positive Change 556 Reflected Best-Self Feedback™ Exercise 557 A Sample E-Mail Request for Feedback 557 Machiavellianism Scale— MACH F/ 558 SKILL LEARNING 560 Leading Positive Change 560 Ubiquitous and Escalating Change 561 The Need for Frameworks 561 Tendencies Toward Stability 562 A Framework for Leading Positive Change 564 Establishing a Climate of Positivity 566 Creating Readiness for Change 572 Articulating a Vision of Abundance 575 Generating Commitment to the Vision 579 Institutionalizing the Positive Change 584 SKILL ANALYSIS 590 Cases Involving Leading Positive Change 590 Corporate Vision Statements 590 Lee Iacocca 's Transformation of Chrysler —1979-1984 596 SKILL PRACTICE 603 Exercises in Leading Positive Change 603 Reflected Best-Self Portrait 603 Positive Organizational Diagnosis Exercise 604 A Positive Change Agenda 605 SKILL APPLICATION 606 Activities for Leading Positive Change 606 Suggested Assignments 606 Application Plan and Evaluation 607 SCORING KEYS AND COMPARISON DATA 609 Leading Positive Change Assessment 609 Scoring Key 609 Comparison Data 609 Reflected Best-Self Feedback™ Exercise Machiavellianism Scale— MACH IV 609 Scoring Key 609 Comparison Data 610 SKILL ANALYSIS Iacocca's Transformation of Chrysler— 1979-1984 611 Supplement A MAKING ORAL AND WRITTEN PRESENTATIONS 613 SKILL LEARNING 614 Making Oral and Written Presentations 614 Essential Elements of Effective Presentations 615 SKILL PRACTICE 631 Exercises for Making Effective Oral and Written Presentations 631 Speaking as a Leader 631 Quality Circles at Battle Creek Foods 632 Supplement В CONDUCTING INTERVIEWS 641 SKILL LEARNING 642 Planning and Conducting Interviews 642 Specific Types of Organizational Interviews 651 SKILL PRACTICE 656 Exercises for Conducting Special-Purpose Interviews 656 Evaluating the New Employee-Orientation Program 656 Performance-Appraisal Interview with Chris Jakobsen 659 Employment-Selection Interview at Smith Farley Insurance 665 Supplement С CONDUCTING MEETINGS 673 SKILL LEARNING 674 Conducting Effective Meetings: A Short Guide for Meeting Managers and Meeting Participants 674 The Five Ps of Effective Meetings 674 Suggestions for Group Members 679 SKILL PRACTICE 682 Exercises for Conducting Meetings 682 Preparing and Conducting a Team Meeting at SSS Software 682 Role Diagnosis 682 Meeting Evaluation Worksheet 683 APPENDIX 1 GLOSSARY 695 APPENDIX 11 REFERENCES 705 NAME INDEX 727 SUBJECT INDEX 731 COMBINED INDEX 735
any_adam_object	1
author	Whetten, David A. 1946- Cameron, Kim S. 1946-
author_GND	(DE-588)170414396 (DE-588)170187330
author_facet	Whetten, David A. 1946- Cameron, Kim S. 1946-
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author_sort	Whetten, David A. 1946-
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building	Verbundindex
bvnumber	BV036437223
callnumber-first	H - Social Science
callnumber-label	HD30
callnumber-raw	HD30.4
callnumber-search	HD30.4
callnumber-sort	HD 230.4
callnumber-subject	HD - Industries, Land Use, Labor
classification_rvk	QP 300 QP 371
ctrlnum	(OCoLC)845612344 (DE-599)BVBBV036437223
dewey-full	658.40071/173
dewey-hundreds	600 - Technology (Applied sciences)
dewey-ones	658 - General management
dewey-raw	658.40071/173
dewey-search	658.40071/173
dewey-sort	3658.40071 3173
dewey-tens	650 - Management and auxiliary services
discipline	Wirtschaftswissenschaften
edition	8., global ed.
format	Book
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id	DE-604.BV036437223
illustrated	Illustrated
indexdate	2024-10-22T10:00:36Z
institution	BVB
isbn	9780273756057 0273756052 9780136121008
language	English
lccn	2009040522
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-020309650
oclc_num	845612344
open_access_boolean
owner	DE-739 DE-92 DE-706 DE-11 DE-M347 DE-2070s DE-898 DE-BY-UBR
owner_facet	DE-739 DE-92 DE-706 DE-11 DE-M347 DE-2070s DE-898 DE-BY-UBR
physical	742 S. Ill., graph. Darst.
publishDate	2011
publishDateSearch	2011
publishDateSort	2011
publisher	Pearson
record_format	marc
spelling	Whetten, David A. 1946- Verfasser (DE-588)170414396 aut Developing management skills David A. Whetten ; Kim S. Cameron 8., global ed. Boston, Mass. [u.a.] Pearson 2011 742 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Management Study and teaching Management Problems, exercises, etc Management (DE-588)4037278-9 gnd rswk-swf Führungskraft (DE-588)4071497-4 gnd rswk-swf Führungskräfteentwicklung (DE-588)4196324-6 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Schulung (DE-588)4136792-3 gnd rswk-swf Managementschule (DE-588)4222923-6 gnd rswk-swf Führungseigenschaft (DE-588)4155573-9 gnd rswk-swf Management (DE-588)4037278-9 s Führung (DE-588)4018776-7 s DE-604 Managementschule (DE-588)4222923-6 s Führungskräfteentwicklung (DE-588)4196324-6 s Führungseigenschaft (DE-588)4155573-9 s Führungskraft (DE-588)4071497-4 s Schulung (DE-588)4136792-3 s 1\p DE-604 Cameron, Kim S. 1946- Verfasser (DE-588)170187330 aut Digitalisierung UB Passau application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020309650&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
spellingShingle	Whetten, David A. 1946- Cameron, Kim S. 1946- Developing management skills Management Study and teaching Management Problems, exercises, etc Management (DE-588)4037278-9 gnd Führungskraft (DE-588)4071497-4 gnd Führungskräfteentwicklung (DE-588)4196324-6 gnd Führung (DE-588)4018776-7 gnd Schulung (DE-588)4136792-3 gnd Managementschule (DE-588)4222923-6 gnd Führungseigenschaft (DE-588)4155573-9 gnd
subject_GND	(DE-588)4037278-9 (DE-588)4071497-4 (DE-588)4196324-6 (DE-588)4018776-7 (DE-588)4136792-3 (DE-588)4222923-6 (DE-588)4155573-9
title	Developing management skills
title_auth	Developing management skills
title_exact_search	Developing management skills
title_full	Developing management skills David A. Whetten ; Kim S. Cameron
title_fullStr	Developing management skills David A. Whetten ; Kim S. Cameron
title_full_unstemmed	Developing management skills David A. Whetten ; Kim S. Cameron
title_short	Developing management skills
title_sort	developing management skills
topic	Management Study and teaching Management Problems, exercises, etc Management (DE-588)4037278-9 gnd Führungskraft (DE-588)4071497-4 gnd Führungskräfteentwicklung (DE-588)4196324-6 gnd Führung (DE-588)4018776-7 gnd Schulung (DE-588)4136792-3 gnd Managementschule (DE-588)4222923-6 gnd Führungseigenschaft (DE-588)4155573-9 gnd
topic_facet	Management Study and teaching Management Problems, exercises, etc Management Führungskraft Führungskräfteentwicklung Führung Schulung Managementschule Führungseigenschaft
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020309650&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT whettendavida developingmanagementskills AT cameronkims developingmanagementskills

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