Presenting a way of looking at a company's real business needs - including strategy, leadership, structure, human resources and organizational culture - this book sets out to provide managers with the basic skills required to move beyond their own idea of management and to add real value to the business as a whole. Gerard Egan offers theoretical constructs and three practical, integrated models designed to show managers how to design, facilitate and assess business and organizational processes; initiate and manage innovation and change; and deal effectively with an organization's politics and culture. Egan also wrote "The Skilled Helper".
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GERARD EGAN is professor of organization studies and psychology at Loyola University of Chicago. He consults to a variety of organizations worldwide including The World Bank, British Airways, and Amoco Corporation and is the author of numerous books, including the best-selling The Skilled Helper (4th edition, 1990).
Presents a wholistic approach that presents managers with a basic survival course that shows how to add value to an entire business, not just manage one's own department. Offers not just theoretical constructs but three practical, usable models. Model A examines the design, facilitation, and assessment of basic business and organizational processes. Model B explains how to initiate and manage innovation and change. Model C tells how to manage the "shadow side" of an institution: organizational politics, individual idiosyncracies, and corporate culture. Shows how to integrate these models into a system that managers can use to identify, organize, and implement the best ideas emerging from today's "business and organization potential" movement.
Presents a wholistic approach that presents managers with a basic survival course that shows how to add value to an entire business, not just manage one's own department.Offers not just theoretical constructs but three practical, usable models. Model A examines the design, facilitation, and assessment of basic business and organizational processes. Model B explains how to initiate and manage innovation and change. Model C tells how to manage the "shadow side" of an institution: organizational politics, individual idiosyncracies, and corporate culture. Shows how to integrate these models into a system that managers can use to identify, organize, and implement the best ideas emerging from today's "business and organization potential" movement.
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