Executive behavior is simply what managers do. But what do they
do? To answer this question, Kelly reviews the observational
studies of managerial behavior made in the 1950s and 1960s by H.
Mintzberg and S. Carlson, among others, and updates the record by
including research of the 1980s and 1990s. This hard data of
scientific observation is compared to and contrasted with the soft
data of top manager interviews and CEO biographies, which includes
material on Lee Iacocca, John Akers, Steven Jobs, John Sculley, and
Jack Welch. To get these facts and fictions of executive life
together in a meaningful and understandable way, this book develops
a new view of executive behavior, which focuses on two paradigms:
the classical and existential models of the manager.
In the classical approach, the manager plans, organizes, leads,
and evaluates (POLEs). Both observational studies and the soft data
of interviews and biographies shows the executive to be a much more
intuitive person who engages in fleeting, superficial, and often
distracting interactions with his or her peers and subordinates.
Inevitably, such a life-style makes the manager into a
gamesman---an existential player in a life in which chance and
choice are vital elements in forming the corporate vision. To make
this vision a reality, the existential executive employs a
transformational style of leadership. This book focuses on four
levels of management: chief executives, general managers, middle
managers, and supervisors. Among the issues explored in depth are
transformational leadership, selection of CEOs, the drama of
executive meetings, and the executive of the future. Ideal as a
supplemental reading for courses in organizational behavior and
management, this book is also an important resource for consultants
and executives who are involved in management development and
selection who seek an in-depth, balanced view of the modern
manager.
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