Changing Roles for Senior Managers [electronic resource] / Polly Kettley and Marie Strebler.
Changes in the educational qualifications and skills expected of senior managers in the United Kingdom were examined through interviews with senior managers and human resource professionals in 17 large companies from a range of sectors. The following were identified as common objectives or responsib...
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| Format: | Electronic eBook |
| Language: | English |
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[S.l.] :
Distributed by ERIC Clearinghouse,
1997.
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| 100 | 1 | |a Kettley, Polly. | |
| 245 | 1 | 0 | |a Changing Roles for Senior Managers |h [electronic resource] / |c Polly Kettley and Marie Strebler. |
| 260 | |a [S.l.] : |b Distributed by ERIC Clearinghouse, |c 1997. | ||
| 300 | |a 72 p. | ||
| 500 | |a ERIC Document Number: ED407585. | ||
| 500 | |a Availability: Grantham Book Services, Isaac Newton Way, Alma Park Industrial Estate, Grantham NG31 9SD, United Kingdom. |5 ericd. | ||
| 520 | |a Changes in the educational qualifications and skills expected of senior managers in the United Kingdom were examined through interviews with senior managers and human resource professionals in 17 large companies from a range of sectors. The following were identified as common objectives or responsibilities of senior managers: determining the organizations' goals/strategies; managing resources and controlling business; directing their part of the business; managing the environment; and developing others. The employers surveyed were reviewing their definitions of the skills expected of senior managers to align them with changing business needs. Employers typically expected senior managers to possess the skills required to perform across four broad domains: organizational development and technical know-how; conceptual/cognitive skills; personal effectiveness; and people management skills. Among the emerging skills gaps identified were the following: imbalance between generic and technical/function-specific management skills; greater emphasis on interpersonal effectiveness and a more empowering management style; and ability to see interdependencies when managing change. Formal business education and training for senior managers were characterized as follows: increasingly context specific; delivered in partnership with external "experts"; and focused on new business concepts and strategic learning. Many employers reported experimenting with more individually focused approaches to learning (coaching, counseling, personal feedback). (Contains 40 references.) (MN) | ||
| 650 | 1 | 7 | |a Administrator Role. |2 ericd. |
| 650 | 1 | 7 | |a Administrators. |2 ericd. |
| 650 | 0 | 7 | |a Adult Education. |2 ericd. |
| 650 | 1 | 7 | |a Educational Needs. |2 ericd. |
| 650 | 1 | 7 | |a Employer Attitudes. |2 ericd. |
| 650 | 0 | 7 | |a Employment Practices. |2 ericd. |
| 650 | 1 | 7 | |a Employment Qualifications. |2 ericd. |
| 650 | 0 | 7 | |a Foreign Countries. |2 ericd. |
| 650 | 1 | 7 | |a Labor Force Development. |2 ericd. |
| 650 | 0 | 7 | |a Management Development. |2 ericd. |
| 650 | 0 | 7 | |a Organizational Change. |2 ericd. |
| 700 | 1 | |a Strebler, Marie. | |
| 710 | 2 | |a Institute for Employment Studies. | |
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