Photofit Manager

<p>This study, originally published in 1990, introduces a rich array of approaches to defining and developing the competency of managerial performance. Indeed, the authors are not afraid to cross swords with each other over a number of controversial issues. They provide a stimulating and often contentious overview of the best ways to develop and use managerial profiles. </p><p>This book will reveal to senior managers and management developers how competencies can be used as a strategic weapon to improve a range of activities including assessment, management development and leadership planning. </p> <p>Notes on Contributors; Foreword <i>Valerie Hammond</i>; Introduction: Setting the Scene <i>Marion Devine and Michael Osbaldeston</i>; <b>Section 1: The Broad Brushstroke: Identifying Effective Performance</b>; 1. What Makes a Manager? <i>Stephen Bevan </i>2. Doubts About Competency <i>John Burgoyne </i>3. No Simple Answers <i>Robin Jacobs </i>4. Unravelling Managerial Performance <i>Tom Boydell </i>5. Individual and Collective Competency <i>Charles Dodd</i>; <b>Section 2: Filling in the Detail: Developing Leaders and Teams</b>; 6. Developing Future Leaders at British Airways <i>Brian O’Neill </i>7. Releasing of Power in ICI <i>Christopher Bull </i>8. BP’s Move from Assessment to Development <i>Julian Greatrex </i>9. Management Succession and Organizational Change <i>Valerie Stewart </i>10. Towards Organizational Teamworking <i>Wendy Briner and Frank Tyrrell </i>11. Action Profiling at Kodak <i>Mike O’Farrell </i>12. From Vision to Action <i>Eric Mitchell</i>; <b>Part 3: Framing the Picture: Managing in Turbulent Times</b>; 13. The Adaptive Manager <i>Ronnie Lessen </i>14. In Search of Fulfilment <i>Ben Thompson-McCausland</i>; Index</p>