AMA GDE TO MGMT DEVELOPMENT SC - Softcover

Tobin, Pettingell

Softcover

ISBN 10: 0814437486 ISBN 13: 9780814437483

Verlag: HarperChristian Resources, 2018

Inhaltsangabe

Based on the set of managerial competencies specially developed by the American Management Association for a new core management curriculum, The AMA Guide to Management Development provides readers with a comprehensive understanding of how to continually develop managers throughout their entire organization.

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Über die Autorin bzw. den Autor

Daniel R. Tobin (Stamford, CT) is Vice President of Instructional Design and Development for the American Management Association (AMA) and has more than 30 years' experience as a corporate training director, consultant, writer, and speaker on corporate learning strategies.

Margaret S. Pettingell (Hillsborough, NJ) is is an instructional designer with AMA. She previously held positions with Novations Group, Accenture, and Decker Communications.

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There is no shortage of great resources for developing high-level executive talent in your company. But perhaps better than any other professional training and development organization, the American Management Association understands an equally pressing need: the need to equip your first-, second-, and third-level managers with the unique competencies and skills they need to help their staffs accomplish the daily work that powers your company to strong results and sustained growth.

Through years of exhaustive research, extensive field testing, and the analysis of literally hundreds of competency models, the AMA and authors Tobin and Pettingell have distilled into one authoritative volume the "best of the best" in management development. Developed by leading thinkers and deployed in organizations around the world, the competencies and skills identified here represent a broad spectrum of key approaches applicable to both typical and unusual business settings.

There are common competencies that managers at all levels must have and develop, and there are also competencies unique (or at least proportionally more crucial) to each specific level of management. In both cases, management competencies tend to fit into one of three general classifications:

Knowing and managing yourself

Knowing and managing others

Knowing and managing the business

Depending on the particular roles and goals of the individual manager, the degree or number of required competencies in each category will vary; but every manager operates to some degree within those three combined contexts. The AMA Guide to Management Development gives you a practical structure of competencies to work from. How you build on that structure will depend on the company's particular needs in each area, and the structure is flexibly designed to encourage the identification, discussion, and meeting of your organization's uniquely ideal management development strategy.

This book places an emphasis on the idea that training and development must not be left solely to training and development groups, corporate universities, or external consultants. To relieve everyday managers of their duties in self- or staff development is to alienate those managers from the very core of their responsibility to develop their employees. The AMA Guide to Management Development offers a framework for keeping managers deeply involved in competency development, whereby they will be that much better equipped to ensure the success of any training initiatives the company may undertake. In fact, an entire chapter is devoted to illustrating why the manager-employee relationship is the single most important factor in the development process, the relationship without which all other development efforts will fall short. You'll see clearly the responsibilities required of organizational leadership, human resources, and training professionals, all against the backdrop of the daily, pro-active development efforts of managers and supervisors.

Finally, the AMA Management Development Competency Model itself is presented in its entirety, with hundreds of illustrative behaviors spread across nearly four dozen competencies as they apply to positions at four different employee and management levels. Using this model and the guidance provided throughout the book, you will optimize every aspect of your management development efforts, from screening and hiring to sustained talent management, from individual reporting relationships to formal, company-wide management development initiatives.

Daniel R. Tobin is Vice President of Instructional Design and Development for the American Management Association and has more than 30 years of experience as a corporate training director, consultant, writer, and speaker on corporate learning strategies. Margaret S. Pettingell is an instructional designer with AMA, and previously held positions with Novations Group, Accenture, and Decker Communications.

Your first- through third-level managers are the guts of your organization. It's crucial that these managers have powerful development efforts behind them and their employees. But what exactly does your company need to develop in each manager? Is there one competency model that goes point-by-point through every parameter of effective management development?

Actually, there are hundreds of such models, each valid in its own right but perhaps exclusive of other equally sound models. The AMA Guide to Management Development takes the very best in cutting-edge management development thinking and synthesizes it into one comprehensive and practical plan to help you identify and address your company's unique needs and establish the ideal balance of specific skills, management acumen, and leadership qualities at each and every manager's position.

Distilled from the unparalleled resources of the American Management Association, this guide reflects years of real-world application and untold hours of research and analysis, resulting in a first-of-its-kind strategic business tool for developing current and future management and leadership talent in any organization.

"The AMA Guide to Management Development by Daniel Tobin and Margaret Pettingell is a valuable resource full of best practices for uncovering management potential in your employees."

--Ken Blanchard, co-author of The One Minute Manager(R) and The One Minute Entrepreneur(TM)

"The AMA Guide to Management Development, is an exceptional new source of valuable information and insights for all management [development] professionals."-- Robert H. Bloom, U.S. CEO Publicis Worldwide, Retired, and author of The Inside Advantage: The Strategy That Unlocks the Growth In Your Business

"Dan Tobin and Margaret Pettingell truly 'get it' when it comes to training and developing managers. Their concepts, techniques, and case examples are presented in easy to understand language. Following their wisdom and practical guidance will allow the reader to take great strides in closing the gap between learning and business results, maximize the effectiveness of all employees, and leverage training to enhance employee engagement while meeting the needs of the business."--Jim Kirkpatrick, Ph.D., SMR USA, VP, Global Training and Consulting, and co-author of Evaluating Training Programs: The Four Levels

"Tobin and Pettingell have masterfully synthesized and integrated the complex and often confusing domain of management and leadership development. They offer a pragmatic and useful typology of competencies leaders require, then offer specific suggestions for how to develop those competencies. This work is a compendium of insights that defines the DNA of leadership. It will become a resource guide for anyone serious about being or building better leadership."--Dave Ulrich, Professor, Ross School of Business, University of Michigan, coauthor, Leadership Brand

Aus dem Klappentext

There is no shortage of great resources for developing high-level executive talent in your company. But perhaps better than any other professional training and development organization, the American Management Association understands an equally pressing need: the need to equip your first-, second-, and third-level managers with the unique competencies and skills they need to help their staffs accomplish the daily work that powers your company to strong results and sustained growth.

Through years of exhaustive research, extensive field testing, and the analysis of literally hundreds of competency models, the AMA and authors Tobin and Pettingell have distilled into one authoritative volume the best of the best in management development. Developed by leading thinkers and deployed in organizations around the world, the competencies and skills identified here represent a broad spectrum of key approaches applicable to both typical and unusual business settings.

There are common competencies that managers at all levels must have and develop, and there are also competencies unique (or at least proportionally more crucial) to each specific level of management. In both cases, management competencies tend to fit into one of three general classifications:

Knowing and managing yourself

Knowing and managing others

Knowing and managing the business

Depending on the particular roles and goals of the individual manager, the degree or number of required competencies in each category will vary; but every manager operates to some degree within those three combined contexts. The AMA Guide to Management Development gives you a practical structure of competencies to work from. How you build on that structure will depend on the company s particular needs in each area, and the structure is flexibly designed to encourage the identification, discussion, and meeting of your organization s uniquely ideal management development strategy.

This book places an emphasis on the idea that training and development must not be left solely to training and development groups, corporate universities, or external consultants. To relieve everyday managers of their duties in self- or staff development is to alienate those managers from the very core of their responsibility to develop their employees. The AMA Guide to Management Development offers a framework for keeping managers deeply involved in competency development, whereby they will be that much better equipped to ensure the success of any training initiatives the company may undertake. In fact, an entire chapter is devoted to illustrating why the manager-employee relationship is the single most important factor in the development process, the relationship without which all other development efforts will fall short. You ll see clearly the responsibilities required of organizational leadership, human resources, and training professionals, all against the backdrop of the daily, pro-active development efforts of managers and supervisors.

Finally, the AMA Management Development Competency Model itself is presented in its entirety, with hundreds of illustrative behaviors spread across nearly four dozen competencies as they apply to positions at four different employee and management levels. Using this model and the guidance provided throughout the book, you will optimize every aspect of your management development efforts, from screening and hiring to sustained talent management, from individual reporting relationships to formal, company-wide management development initiatives.

Daniel R. Tobin is Vice President of Instructional Design and Development for the American Management Association and has more than 30 years of experience as a corporate training director, consultant, writer, and speaker on corporate learning strategies. Margaret S. Pettingell is an instructional designer with AMA, and previously held positions with Novations Group, Accenture, and Decker Communications.

Your first- through third-level managers are the guts of your organization. It s crucial that these managers have powerful development efforts behind them and their employees. But what exactly does your company need to develop in each manager? Is there one competency model that goes point-by-point through every parameter of effective management development?

Actually, there are hundreds of such models, each valid in its own right but perhaps exclusive of other equally sound models. The AMA Guide to Management Development takes the very best in cutting-edge management development thinking and synthesizes it into one comprehensive and practical plan to help you identify and address your company s unique needs and establish the ideal balance of specific skills, management acumen, and leadership qualities at each and every manager s position.

Distilled from the unparalleled resources of the American Management Association, this guide reflects years of real-world application and untold hours of research and analysis, resulting in a first-of-its-kind strategic business tool for developing current and future management and leadership talent in any organization.

The AMA Guide to Management Development by Daniel Tobin and Margaret Pettingell is a valuable resource full of best practices for uncovering management potential in your employees.

--Ken Blanchard, co-author of The One Minute Manager® and The One Minute Entrepreneur

The AMA Guide to Management Development, is an exceptional new source of valuable information and insights for all management [development] professionals. Robert H. Bloom, U.S. CEO Publicis Worldwide, Retired, and author of The Inside Advantage: The Strategy That Unlocks the Growth In Your Business

"Dan Tobin and Margaret Pettingell truly 'get it' when it comes to training and developing managers. Their concepts, techniques, and case examples are presented in easy to understand language. Following their wisdom and practical guidance will allow the reader to take great strides in closing the gap between learning and business results, maximize the effectiveness of all employees, and leverage training to enhance employee engagement while meeting the needs of the business." Jim Kirkpatrick, Ph.D., SMR USA,VP, Global Training and Consulting, and co-author of Evaluating Training Programs: The Four Levels

Tobin and Pettingell have masterfully synthesized and integrated the complex and often confusing domain of management and leadership development. They offer a pragmatic and useful typology of competencies leaders require, then offer specific suggestions for how to develop those competencies. This work is a compendium of insights that defines the DNA of leadership. It will become a resource guide for anyone serious about being or building better leadership. Dave Ulrich, Professor, Ross School of Business, University of Michigan, coauthor, Leadership Brand

Details zur Ausgabe

• Verlag: HarperChristian Resources
• Erscheinungsdatum: 2018
• Sprache: Englisch
• ISBN 10: 0814437486
• ISBN 13: 9780814437483
• Einband: Tapa blanda
• Anzahl der Seiten: 336
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: Nicht verfügbar