The Practice of Managerial Leadership describes the comprehensive set of principles based on comprehensive scientific knowledge called "The required organization," developed by Dr. Elliot Jaques and his colleagues through the research work in consulting for over 55 years in 15 countries. Nancy Lee Dr. Jacques worked for more than 20 years. This book is aimed at managers at all levels, and refers to the managerial role, which is the point where most needed to have clear guide action to achieve the goals of the organization. The application of these ideas has the effect of increasing the productivity and profitability, strengthen confidence and provides employees with a healthy work environment that promotes personal development.
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Topics in the book:
Chapter 1: Basic Concepts
1 Associations and the managerial hierarchy 2. The working relationship manager-subordinate March. Time interval and organizational levels (strata) 4. Working level or timing of discretion . 5 The required pattern of organizational structure 6. Complexity of roles and tasks
Chapter 2: The human capacity
The nature of human capacity applied to work
Negative Temperament
The maturation of the complexity of data processing and maturation Development
Fairness in the employment relationship
Complexity of information processing and organizational strata
Orders of complexity of the information processing
Research on the complexity of the information processing
Chapter 3: Working relationships
Relations role in the allocation of tasks between manager and subordinate
Teams and teamwork
Cross-functional working relationships
Chapter 4: The structure of the organization and functional alignment
The functions in the organization
Corporations stratum VII
Business units and roles of stratum V
GMs stratum IV
Units of mutual recognition (MRU) in stratum III
Turns frontline
Chapter 5: The management practices
Organizational leadership practices
Managerial Leadership Practices for all managers
Coaching
Evaluation of effectiveness
Merits review
Selection
Induction
Reversal and dismissal for cause
Management meetings
Continuous Improvement
Continuous improvement at all levels
Chapter 6: The story of Novus
History of Monsanto and novus
Fresh start using principles and practices required
The question of temperament
Analysis of cross-functional working relationships
The development of practices required for novus
Educate employees on the Novus Management System
Other required practices
Level of work and organization structure
Salaries
The development of talent pool
Integration of Management System of the company Novus
Reflections on the Novus project
Novus in the XXI century
Chapter 7: The case Roche Canada
Background
Roche Canada is preparing for the XXI century
Definition of organization required to comply with the strategy of Roche
Improved cross-functional working relationships
Establishment of high performance teams to develop and launch products
Evaluation of the talent and communication of results
Training for managerial leadership
Rewards and recognition required
The Requisite Organization principles and strategic planning Roche
