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| Untersuchte Arbeit: Seite: 38, Zeilen: 1-2, 6-9 |
Quelle: Imparato 1995 Seite(n): 1 (online source), Zeilen: - |
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| [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. |
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. |
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