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Managing and leading

Leading is a concept that is hedged about with a considerable amount of mystique. Leadership qualities are often thought of as something you either have or do not have. There have been attempts to look at leadership in other ways, for example as a function of the task or situation, but these approaches can still leave managers bemused as to whether they have what it takes to lead in their particular circumstances. The purpose of this chapter is to show how leading can be a feasible activity for any manager. [Pg.69]

Alleged differences between managing and leading are examined, and the distinction shown to be artificial. Leading follows whenever managers pursue new initiatives. Initiative, and hence leadership, can be displayed in a wide variety of management contexts. [Pg.69]

The chapter then takes a look at so-called charismatic leadership to see how this too can be translated into everyday activities that a manager can do. The skills of intrapreneuring are also reviewed to show how managers can best go about pursuing their initiatives in an organizational context. [Pg.69]

The chapter concludes where it began, by emphasizing that leadership, although it Involves practical skills, is in the last resort a matter of attitude. You have to want to do it. [Pg.69]

Only when you have an achievement that you can look back on can you be truly certain that you have managed effectively. To [Pg.69]


The objective of this part of the chapter is to set managing and leading, proactivity and reactivity, in context so that you can discern how you might best utilize a project to develop yourself in all these aspects of managing effectively. [Pg.72]

Adams and Spencer associate the reactive mode of thinking with managing and creativity with leading . They emphasize, however, that the same individual may both manage and lead ... [Pg.76]

The scope of electrolytic metal deposition from the melts is restricted by the limited number of suitable salt systems. In the case of refractory metals, fluoride-containing melts are needed in order to stabilize the meted oxidation state which is necessEiry for deposition. Because these fluoride melts are often difficult to manage and lead to problems with regard to corrosion and enviroimiental pollution, their use has remained restricted to special applications. [Pg.169]

Rapidly developing the capabilities of less tenured employees to manage and lead successfully to ensure continuity and productivity. [Pg.40]

The ability to manage and lead a team discussion is a critical ability for a hazards analysis leader. In addition to general meeting management issues such as the use of mobile phones for texting, he or she needs to consider the following ... [Pg.210]

Neurological assessment aims to render an accurate diagnosis, provide therapy (including pain management), and lead rehabilitative efforts. At present, several categories of nervous system disorders are at the forefront of clinical and research efforts worldwide. [Pg.1289]

The entry-level engineer or other technical person will, by definition, be well-prepared for and will spend a majority of his or her time producing, that is, carrying out the production function of the organization. An undergraduate education is typically a solid preparation for this function. The focus of this book is on managing and leading. [Pg.8]

Walesh, S. G. 2004. Managing and Leading 52 Lessons Learned for Engineers. ASCE Press Reston, VA. ( The 52 lessons in this book present useful ideas for ways to more effectively... [Pg.24]

Before you, as a student of engineering or a similar profession or as an entry-level person, can be broadly involved in the managing and leading functions discussed in Chapter 1, you must lead and manage yourself. That is, whether on a day-by-day or year-by-year basis, what do you want to accomplish and how are you going to do it ... [Pg.28]

Figure 2.1 Learning and applying managing and leading principles, in addition to maintaining technical competence, will enable you to move up a staircase of career and life possibilities while enjoying continued success and significance. Figure 2.1 Learning and applying managing and leading principles, in addition to maintaining technical competence, will enable you to move up a staircase of career and life possibilities while enjoying continued success and significance.
In keeping with this book s managing and leading theme, this last chapter will further help you engineer your future, and that of organizations of which you are a member, and do it in the following two steps ... [Pg.432]


See other pages where Managing and leading is mentioned: [Pg.156]    [Pg.69]    [Pg.71]    [Pg.72]    [Pg.73]    [Pg.74]    [Pg.75]    [Pg.77]    [Pg.79]    [Pg.81]    [Pg.83]    [Pg.85]    [Pg.182]    [Pg.157]    [Pg.364]    [Pg.4]    [Pg.8]    [Pg.8]    [Pg.9]    [Pg.22]    [Pg.61]    [Pg.68]    [Pg.128]    [Pg.157]    [Pg.165]    [Pg.344]    [Pg.401]    [Pg.429]    [Pg.468]    [Pg.486]    [Pg.486]    [Pg.487]    [Pg.487]    [Pg.487]    [Pg.488]   


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