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Angaben zur Quelle [Bearbeiten]

Autor     Nicholas Imparato
Titel    Your Managerial Effectiveness is Influenced by How You See Your Role
Zeitschrift    R&D Innovator
Ausgabe    4
Datum    May 1995
Nummer    5
URL    http://www.winstonbrill.com/bril001/html/article_index/articles/151-200/article156_body.html

Literaturverz.   

yes
Fußnoten    yes
Fragmente    2


Fragmente der Quelle:
[1.] Msc/Fragment 037 26 - Diskussion
Zuletzt bearbeitet: 2014-12-24 08:21:57 Hindemith
BauernOpfer, Fragment, Gesichtet, Imparato 1995, Msc, SMWFragment, Schutzlevel sysop

Typus
BauernOpfer
Bearbeiter
Graf Isolan
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 37, Zeilen: 26-33
Quelle: Imparato 1995
Seite(n): 1 (internet version), Zeilen: -
5.1.1 Enthusiasm or power

As Dr. Imparato [15] sees, less-effective managers consider their power to get things done severely limited, since they believe that real power resides with top management. They say, "It doesn't pay to try to get things done until senior management gets its act together." They also believe that power comes from job titles and positions on organizational charts. Highly effective managers distinguish formal authority and power. Although they recognize that top management has more formal authority, they believe that power, like respect, is earned, not given out. Since these managers´ views, [sic] anyone can have power as the ability to influence people and get things done.


[15] IMPARATO, N. Dr., professor of business, University of San Francisco, and consults on management. With Oren Harari, he published Jumping the Curve: Innovation and Strategic Choice in an Age of Transition, Jossey-Bass Management, San Francisco, 1994, 324p., ISBN-10: 0787901830 ISBN-13: 978-0787901837

Dr. Imparato is professor of business, University of San Francisco, and consults on management. With Oren Harari, he published Jumping the Curve: Innovation and Strategic Choice in an Age of Transition (Jossey-Bass, San Francisco, 1994), from which this article was adapted. Phone (415) 666-6771.

[...]

Creating power. Less-effective managers consider their power to get things done severely limited, since they believe that real power resides with top management. They say, "It doesn't pay to try to get things done until senior management gets its act together." They also believe that power comes from job titles and positions on organizational charts.

Highly effective managers distinguish formal authority and power. Although they recognize that top management has more formal authority, they believe that power, like respect, is earned, not given out. Since these managers view power as the ability to influence people and get things done, anyone can have power.

Anmerkungen

The source is mentioned at the beginning, but nothing has been marked as citation.

Sichter
(Graf Isolan), Hindemith

[2.] Msc/Fragment 038 06 - Diskussion
Zuletzt bearbeitet: 2014-12-25 10:46:21 Hindemith
BauernOpfer, Fragment, Gesichtet, Imparato 1995, Msc, SMWFragment, Schutzlevel sysop

Typus
BauernOpfer
Bearbeiter
WiseWoman
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 38, Zeilen: 1-2, 6-9
Quelle: Imparato 1995
Seite(n): 1 (online source), Zeilen: -
[How Dr. Imparato [15] found out, less-effective managers dislike change, and prefer predictability, order and stability. Effective managers stand for their ideas and are tough, persistent, and] consistent in how they express those ideas. They’re also eager to enroll others in the same point of view. They go to great length to avoid acting expediently or appearing opportunistic. [...]

5.2 Results

Inaccurate role perception explains why so many managers can’t translate their knowledge into higher job performance. And if they don't understand their role, managers won't be able to accumulate the qualities and capacities they need to channel their motivation in the right direction, to motivate others, and in the end their companies or institutions to the proper goals like economic performance, efficiency and sustainability.


[15] IMPARATO, N. Dr., professor of business, University of San Francisco, and consults on management. With Oren Harari, he published Jumping the Curve: Innovation and Strategic Choice in an Age of Transition, Jossey-Bass Management, San Francisco, 1994, 324p., ISBN-10: 0787901830 ISBN-13: 978-0787901837

Dr. Imparato is professor of business, University of San Francisco, and consults on management. With Oren Harari, he published Jumping the Curve: Innovation and Strategic Choice in an Age of Transition (Jossey-Bass, San Francisco, 1994), from which this article was adapted. Phone (415) 666-6771.

[...]

[...] Less-effective managers dislike change, and prefer predictability, order and stability. [...]

[...]

Highly effective managers stand for one or two ideas—self-management or speed, for example—and are tough, persistent, and consistent in how they express those ideas. They’re also eager to enroll others in the same point of view. They go to great lengths to avoid acting expediently or appearing opportunistic.

[...]

[...] Inaccurate role perception explains why so many mangers [sic] -- no matter how many seminars they attend and management tapes they audit--can’t translate their knowledge into higher job performance. And if they don't understand their role, managers won't be able to accumulate the skills and capacities they need to channel their motivation in the right direction, let alone to motivate others toward the proper goals.

Anmerkungen

The source is mentioned in the beginning, but nothing has been marked as a citation, and it is not clear that text taken from the source continues into the results section.

Sichter
(WiseWoman, Graf Isolan), (Hindemith), SleepyHollow02

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