La Práctica del Liderazgo Gerencial

The Practice of Managerial Leadership describes the comprehensive set of principles based on comprehensive scientific knowledge called "The required organization," developed by Dr. Elliot Jaques and his colleagues through the research work in consulting for over 55 years in 15 countries. Nancy Lee Dr. Jacques worked for more than 20 years. This book is aimed at managers at all levels, and refers to the managerial role, which is the point where most needed to have clear guide action to achieve the goals of the organization. The application of these ideas has the effect of increasing the productivity and profitability, strengthen confidence and provides employees with a healthy work environment that promotes personal development.

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Topics in the book:

Chapter 1:
Basic Concepts

1 Associations and the managerial hierarchy
2. The working relationship manager-subordinate
March. Time interval and organizational levels (strata)
4. Working level or timing of discretion
. 5 The required pattern of organizational structure
6. Complexity of roles and tasks

Chapter 2:
The human capacity

  1. The nature of human capacity applied to work
  2. Negative Temperament
  3. The maturation of the complexity of data processing and maturation Development
  4. Fairness in the employment relationship
  5. Complexity of information processing and organizational strata
  6. Orders of complexity of the information processing
  7. Research on the complexity of the information processing

Chapter 3:
Working relationships

  1. Relations role in the allocation of tasks between manager and subordinate
  2. Teams and teamwork
  3. Cross-functional working relationships

Chapter 4:
The structure of the organization and functional alignment

  1. The functions in the organization
  2. Corporations stratum VII
  3. Business units and roles of stratum V
  4. GMs stratum IV
  5. Units of mutual recognition (MRU) in stratum III
  6. Turns frontline

Chapter 5:
The management practices

  1. Organizational leadership practices
  2. Managerial Leadership Practices for all managers
  3. Coaching
  4. Evaluation of effectiveness
  5. Merits review
  6. Selection
  7. Induction
  8. Reversal and dismissal for cause
  9. Management meetings
  10. Continuous Improvement
  11. Continuous improvement at all levels

Chapter 6:
The story of Novus

  1. History of Monsanto and novus
  2. Fresh start using principles and practices required
  3. The question of temperament
  4. Analysis of cross-functional working relationships
  5. The development of practices required for novus
  6. Educate employees on the Novus Management System
  7. Other required practices
  8. Level of work and organization structure
  9. Salaries
  10. The development of talent pool
  11. Integration of Management System of the company Novus
  12. Reflections on the Novus project
  13. Novus in the XXI century

Chapter 7:
The case Roche Canada

  1. Background
  2. Roche Canada is preparing for the XXI century
  3. Definition of organization required to comply with the strategy of Roche
  4. Improved cross-functional working relationships
  5. Establishment of high performance teams to develop and launch products
  6. Evaluation of the talent and communication of results
  7. Training for managerial leadership
  8. Rewards and recognition required
  9. The Requisite Organization principles and strategic planning Roche
  10. What we learned at Roche Canada
  11. Synthesis


Companies that provide financial support

Anne Stephen, VP HR Torex Gold Resources Inc.

Consulting firms that provide financial support

A management consulting firm in Toronto
Terra Firma Consulting
Forrest and Company
AMG Consulting
Enhancer Consulting
The Working Journey
Quintave Consulting