This study, originally published in 1990, introduces a rich array
of approaches to defining and developing the competency of
managerial performance. Indeed, the authors are not afraid to cross
swords with each other over a number of controversial issues. They
provide a stimulating and often contentious overview of the best
ways to develop and use managerial profiles. This book will reveal
to senior managers and management developers how competencies can
be used as a strategic weapon to improve a range of activities
including assessment, management development and leadership
planning.
General
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