Originally published in 1994. What is a self-reliant manager? The self-reliant manager is one who can grow an organization by exploiting his or her role in the management of people. Not every manager is involved in top-level decision-making and the development of global strategies. Every manager is, however, by being involved in managing the people in an organization, empowered to take the company forward.
The book covers key topics such as empowerment, motivation, performance appraisal, the development of management learning systems, environmental awareness, ethics, and management style. It presents a model to show how managers can improve their own effectiveness. To succeed with people, managers need to understand themselves, the internal framework of their organization and the external environment in which their business operates. They have become self-reliant to develop the leadership and vision needed to influence their organization.
List of Figures; Series Editor’s Preface; Introduction; Acknowledgements; 1. The Self-Reliant Manager 2. Demographics, Diversity and the Structure of Work 3. Continuous Development and the Need to Learn 4. Moving from Control to Commitment: Structures and Styles in Organizations 5. Ethics, the Environment and Organizational Effectiveness 6. Learning to Break the Rules: The Potential Impact of Information Systems 7. Standards, Measurement and Reward: Moving from Prescription to Empowerment 8. Developing a Climate of Success: The Challenge of Organizational Culture; Conclusion; Notes and Further Reading
The 53 volumes in this set, originally published between 1955 and 1996, draw together research by leading academics in the area of management and provides a rigorous examination of related key issues. The volumes examine management techniques, managing for profit and non-profit organisations, and management training and development. This set will be of particular interest to students of Business Studies.