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

 

Major organizations and consulting firms that provide Requisite Organization-based services

A global association of academics, managers, and consultants that focuses on spreading RO implementation practices and encouraging their use
Dr. Gerry Kraines, the firms principal, combines Harry Levinson's leadership frameworks with Elliott Jaques's Requisite Organization. He worked closely with Jaques over many years, has trained more managers in these methods than anyone else in the field, and has developed a comprehensive RO-based software for client firms.
Ron Capelle is unique in his multiple professional certifications, his implementation of RO concepts through well designed organization development methods, and his research documenting the effectiveness of his firm's interventions
Former RO-experienced CEO, Ron Harding, provides coaching to CEOs of start-ups and small and medium-size companies that are exploring their own use of RO concepts.  His role is limited, temporary and coordinated with the RO-based consultant working with the organization
Founded by Gillian Stamp, one of Jaques's colleagues at Brunel, the firm modified Jaques;s work-levels, developed the Career Path Appreciation method, and has grown to several hundred certified assessors in aligned consulting firms world-wide recently expanding to include organization design
Requisite Organization International Institute distributes Elliott Jaques's books, papers, and videos and provides RO-based training to client organizations