Mittlere Fuhrungskraft

• Effekte von Interpersonalen Konflikten Und Widerstand von Führungskräften Auf Die Implementierung von Verfahrensinnovationen**

This paper analyzes the differential effects of task conflicts, resource conflicts, and resistance against the implementation of process innovations in organizations. We argue that task conflicts have positive and negative effects, but that resource conflicts have consistently negative effects on the implementation of process innovations. These assumptions were tested on a sample of middle managers from different German organizations of various sizes and sectors by using linear structural equation modeling. All fit indices confirm the adequacy of the model regarding direct and indirect effects of the type of conflict and of resistance as predictors for the implementation of process innovations. Resource conflicts are shown to have the most negative effect on implementation.

...Es zeigen sich signifikante mittlere Zusammenhänge zwischen den Untersuchungsvariablen...

• Zeitschrift für Personalforschung
• Band 20 Nr. 2, April 2006

• Coach Mit Zertifikat

..., der sich selbst für eine Top-Führungskraft hält, lässt sich über den Umgang mit seinen Mit... hat sich das Coaching auch auf mittlere Betriebe und Privatpersonen ausgedehnt, berichtet ...

• Die Tageszeitung; Berlin
• 15. Oktober 2009

• Verhaltensleitsätze in Märchen Und Management - Ein Vergleich**/Guiding Behavioural Principles in Folktales and Management - a Comparison

This paper focuses on the following questions, goals and results: In which of the 201 fairy tales of the brothers Grimm text passages can be identified and quoted as explicit guiding behavioural principles? And to which key principles can these be assigned? How can we compare Grimms guiding principles with such of German speaking companies? Using a phenomenological-inductive method we interpret 70 principles of 63 tales. And we evolve from them eight key behavioural principles. To these we refer also 70 guiding principles of 43 enterprises. Those people who got already socialized in early age by the guiding principles of folktales would be prepared to meet target values of the leadership and cooperation culture in business. Folktales can support didactically the implementation of guidi...

...Leitsätze haben meist eine nur mittlere Lebensdauer (etwa 10 bis 20 Jahre) und schon durch...(Haspa, Deutschland). Unsere Führungskräfte sind sich stets ihres eigenen Führungsverhaltens ...

• Zeitschrift für Personalforschung
• Band 21 Nr. 2, April 2007

• Verwendung Und Einschätzung von Verfahren Der Internen Personalauswahl Und Personalentwicklung Im 10 Jahres-Vergleich**

This paper reports on the use and evaluation of instruments for internal personnel selection and development investigated in a 10 year follow-up study. The paper discusses the use of the instruments according to sector and positional groups. More methods for internal selection are in use compared to 1993. The instruments with the biggest increase are assessment centers and interviews. Structured interviews are particularly in advance. Only a few methods are in use for all positional groups. In respect to human resource development five methods are ubiquitary: intra-enterprise training, external training, supervisor ratings, goal-setting and team- and project work. We discover a strong relationship between the demands of a position and the number of human resource development instruments...

...) vakante Stellen fur Fuhrungskräfte des oberen Managements intern besetzen. Diese Zahl... bei Trainees sowie bei unteren und mittleren Fuhrungskraften eingesetzt; bei ungelernten Arbeit...

• Zeitschrift für Personalforschung
• Band 20 Nr. 1, Januar 2006