See how thousands of Executives, General Managers, Women Managers, Sales Managers, Sales Reps, and Team Leaders have succeeded, while one-third of those surveyed have fallen short.
Book Description
Editorial Reviews
About the Author
Robert Kreitner & Angelo Kinicki, of Arizona State, in their Organizational Behavior (5th Edition, 2001, McGraw Hill, NY), have observed in this summary of their widely used text: "Many attempts have been made over the years to paint a realistic picture of what managers do. Fortunately, a stream of research over the past 20 years, by Clark Wilson and others, has given us a practical and statistically validated profile of managerial skills. "Wilson’s unique skills-assessment technique goes beyond the usual self-report approach with its natural bias. In addition to surveying a given manager about his or her 11 skills, the Wilson approach also asks those who report directly to him or her to answer questions about their boss’s skills. According to Wilson and his colleagues, the result is an assessment of skill mastery, not simply skill awareness. The logic behind Wilson’s approach is both simple and compelling. Who better to assess a manager’s skills than the people w! ho experience those behaviors on a day-to-day basis—those who report directly to the manager? Wilson’s research yields three useful lessons: 1. Dealing effectively with people is what management is all about. The 11 skills constitute a goal creation/commitment/feedback/reward/accomplishment cycle with human interaction at every turn. 2. Managers with high skills mastery have better unit performance and employee morale than managers with low skills mastery. 3. Effective female and male managers do not have significantly different skill profiles, contrary to claims in the popular business press in recent years."
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Most Helpful Customer Reviews
3 of 3 people found the following review helpful:
5.0 out of 5 stars
unique and stunning,
By R. Kaine (Pittsburgh, PA) - See all my reviews
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This review is from: How and Why Effective Managers Balance Their Skills (Paperback)
This is a beautiful new book. The graphics and 3-color bar charts are unique and stunning. We willl be sure to cite this book when we revise the hardbound and softbound versions of our ORGANIZATIONAL BEHAVIOR text. We really appreciate Clark's long standing contributions to the management field. -- Bob Kreitner
1 of 1 people found the following review helpful:
5.0 out of 5 stars
If only more businesses would teach managers about Clark Wilson's research findings,
This review is from: How and Why Effective Managers Balance Their Skills (Paperback)
Clark Wilson, Ph.D. is credited with the first 360 feedback surveys for training and development in the early 1970s. "How and Why Effective Managers Balance Their Skills" brings together his key conclusions after 30 years in the field. (Dr. Wilson was 89 when the book was published.) Written in a direct, easy-to-understand manner, and featuring extensive graphs, charts and illustrations, Wilson reminds us of a timeless principle that his years of research underscored in no uncertain way:
Maximum managerial effectiveness is achieved through balanced managerial skills. "After 30 years of analysis," he writes, "the problem of most managers is very clear. Too many managers try to exercise control without providing the Technical and Teambuilding skills needed to achieve the goals." (italics in original) My interpretation is that many managers assume control before they've earned the right, in the eyes of their teams, to exert control. They would earn that right if their technical skills and team-building skills were equal to their desire/need to drive towards results. Wilson was a close associate of ours. His research standards were impeccable. This book is highly recommended.
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