Professional Documents
Culture Documents
Managing Performing Living
Managing Performing Living
Part I Professionalism
The Ideal Manager - the Wrong Question
The Universal Genius The Effective Person No Common Ground Being or Doing Interviews Are Useless Professionalism Can Be Learnt
Management as a Profession
Constitutional Thought Management as a Profession The Most Important Profession in a Modern Society A Mass Profession A Profession without Training Elements of the Management Profession
Position or Contribution? Specialist or Generalist? Holistic Thinking Contribution and Motivation Contribution instead of Title The Consequence of Organization
Utilizing Strengths
Fixation on Weaknesses Making Strengths and Tasks Compatible Should Weakness Be Ignored? No Personality Reform Why Focus on Weaknesses? Learning from the Great How Are Strengths Recognized? Types of Weaknesses The Two Sources of Peak Performance
Trust
Robustness of the Management Situation How is Trust Created?
Positive Thinking
Opportunities instead of Problems From Motivation to Self-Motivation
Organizing
Warning against "Organizitis" There Is no such Thing as "Good" Organization The Three Basic Issues of Organizing Symptoms of Bad Organization
Decision-making
Misconceptions and Mistakes The Decision-Making Process Participation in the Decision-Making Process
Supervising
There Must Be Supervision Trust as the Foundation How Do We Supervise? Measurement and Judgment
Developing People
Reports
The Small Step to Effectiveness Clarity of Language Bad Practices, Unreasonable Demands, and Foolishness
Performance Appraisal
No Standard Criteria No Standard Profile A Better Method Where Is Standardization, Allied to Caution, Appropriate? How Do the Experts Do It? And what about Those Who Do not Want to Be Assessed?
Managing Performing Living - Fredmund Malik Part I Professionalism Part II The Principles of Effective Management Part III Tasks of Effective Management Part IV Tools of Effective Management Postscript: From an Art to a Profession