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* Reddin, W. J. Tests for the output oriented manager. Kogan Page, London, UK, 1990, pp. 301. A set of eleven tests by which a manager may assess self. The tests include self-actualization, level of communication and managerial styles. The book is easily used by the individual manager alone. It is best used, however, in … Read more
W.J. Reddin Abstract The Managerial Effectiveness Seminar (MES) has been used in many countries including those of the Third World. The identical seminar, with its precise timings and identical design, is used in any country. It is six days in length, residential and has 50-100 hours of prework. The seminar design is explained and related … Read more
W.J. Reddin* El Seminario de Efectividad Gerencial (SEG), ha sido utilizado en muchos países, incluyendo a aquellos en desarrollo. Este seminario, en forma idéntica, con el mismo diseño y precisión de tiempo, es impartido en cualquier país del mundo. Tiene una duración de seis días, es residencial y requiere de 50 a 60 horas de … Read more
W.J. Reddin La efectividad ciertamente hace la diferencia. Un gerente que obtiene resultados en poco se parece a aquel que aparenta o cree que lo está haciendo muy bien. Si insistimos reiteradamente en este aspecto de su capacidad, es porque la efectividad gerencial es condición primaria para todo lo demás. Sólo hay una definición realista … Read more
En un mundo empresarial en constante evolución, el cambio organizacional se ha convertido en una necesidad para las empresas que desean mantenerse competitivas y adaptarse a nuevas circunstancias. En este artículo, exploraremos en qué consiste este cambio y cómo puede impulsar el crecimiento y la transformación positiva en las organizaciones. Así como los tipos de … Read more
William J. Reddin Todos los gerentes hacen cambios, no importa el área organizacional en que se encuentren o el nivel de actividad que manejen; aunque hay que señalar que los gerentes efectivos implantan más cambios que los menos efectivos. La diferencia, sin embargo, no está en cuántos cambios introducen, sino en qué tan bien son … Read more
William J. Reddin The company wasn’t going anywhere and I couldn’t figure out why. I put the company in for analysis and it came out that it was being run by an autocrat who was killing his own company, had surrounded himself with input people and was destined to fail. Without taking that seminar when … Read more
William J. Reddin It is now possible to determine accurately the degree of output orientation in an organization, to identify the stronger points and to see what weaknesses need to be changed. An 80-item survey, the Organization Output Survey, has been designed to do just this. The Survey consists of eight scales, each with 10 … Read more
W. J. Reddin Reviewing your subordinate managers’ progress three times during the year is absolutely mandatory for every manager. Our system rewards managers mainly on the basis of ratings of their overall performance against all their EAs particularly their performance against their objectives. The organization considered here is Westpac Banking Corporation. It is the largest … Read more
J. F. A. de Soet Heavy loses caused KLM Royal Dutch Airlines to introduce a major change in its organization structure. That brought to light a number of weaknesses, and placed added responsibility on managers at lower levels. Following an initial trial of management by objectives, a procedure was developed which has now become standard … Read more
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Por Lucía Rivera de la Parra ¿Qué es el liderazgo?