From Managing People and Organizations in Changing Contexts
By the end of this chapter you should be able to:
understand the key roles and activities of a manager's job;
apply these roles and activities to your own job and to those of your colleagues;
understand the importance of different contexts in shaping the jobs of managers;
understand how management competences relate to the different managerial roles and levels at which managers perform;
distinguish between management as a form of control and management as a form of leadership;
understand and recognize the components of wise decision-making and how they relate to sound judgement;
apply sound judgement to your work;
understand how the personal qualities of managers relate to effective managerial performance;
self-assess your personal qualities for management.
A framework for understanding managers and their work
In the previous chapter we examined some of the key ideas underlying the study of managing people in context, including universalism and relativism, the importance of changing contexts and their influence on managers' jobs, and the role of management thinkers in shaping our understanding of management. These ideas are further developed in this chapter, in which I also want to 'drill down' into the practicalities of management.
We shall develop a framework for thinking about a 'well-rounded' manager by drawing on the work of highly respected writers in this field, including Henry Mintzberg, John Kotter, Gareth Morgan and Karl Weick. This framework integrates the personal qualities that managers bring to their jobs, the activities and contexts inherent in effective managerial work,...
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