Definition of Managerial Proficiency and Review of the Possibilities of Its Developing

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F00216305%3A26510%2F01%3APU27468" target="_blank" >RIV/00216305:26510/01:PU27468 - isvavai.cz</a>

Výsledek na webu

—

DOI - Digital Object Identifier

—

Jazyk výsledku

angličtina

Název v původním jazyce

Definition of Managerial Proficiency and Review of the Possibilities of Its Developing

Popis výsledku v původním jazyce

We could find out a lot of definitions of managerial proficiency. Than we can discuss what definitions is ?the best of the best?. We can, of course, but we probably should not loos our time in this way. Definition is not half a problem as much as to develop managerial proficiency, which would improve management work. If you have proficiency, which makes management successful - it means defined objectives are achieved, try to keep and develop it. But if you have ?proficiency? which seems to be useless, yyou should start at the beginning. Think over what should your proficiency involve, look for some definition try to define and ... develop it. It is so easy to say it and it is hard to do it! But it is probably the only way with long time perspective. Ithink that good starting point could be understanding the managerial proficiency as a complex of knowledge, abilities and skills, experience and managerial thinking. Next step would be identifying of four managerial styles connected with

Název v anglickém jazyce

Definition of Managerial Proficiency and Review of the Possibilities of Its Developing

Popis výsledku anglicky

We could find out a lot of definitions of managerial proficiency. Than we can discuss what definitions is ?the best of the best?. We can, of course, but we probably should not loos our time in this way. Definition is not half a problem as much as to develop managerial proficiency, which would improve management work. If you have proficiency, which makes management successful - it means defined objectives are achieved, try to keep and develop it. But if you have ?proficiency? which seems to be useless, yyou should start at the beginning. Think over what should your proficiency involve, look for some definition try to define and ... develop it. It is so easy to say it and it is hard to do it! But it is probably the only way with long time perspective. Ithink that good starting point could be understanding the managerial proficiency as a complex of knowledge, abilities and skills, experience and managerial thinking. Next step would be identifying of four managerial styles connected with

Druh

D - Stať ve sborníku

CEP obor

AH - Ekonomie

OECD FORD obor

—

Projekt

—

Návaznosti

Z - Vyzkumny zamer (s odkazem do CEZ)

Rok uplatnění

2001

Kód důvěrnosti údajů

C - Předmět řešení projektu podléhá obchodnímu tajemství (§ 504 Občanského zákoníku), ale název projektu, cíle projektu a u ukončeného nebo zastaveného projektu zhodnocení výsledku řešení projektu (údaje P03, P04, P15, P19, P29, PN8) dodané do CEP, jsou upraveny tak, aby byly zveřejnitelné.

Název statě ve sborníku

V International Conference of Doctoral Students - Conference Proceedings

ISBN

83-231-1327-0

ISSN

—

e-ISSN

—

Počet stran výsledku

9

Strana od-do

253-261

Název nakladatele

Nicolas Copernicus University

Místo vydání

Torun

Místo konání akce

Toruň

Datum konání akce

12. 6. 2001

Typ akce podle státní příslušnosti

EUR - Evropská akce

Kód UT WoS článku

—