LEADER 04375nam 22005895 450 001 9910503006903321 005 20220116132054.0 010 $a9783030810627 010 $a3030810623 024 7 $a10.1007/978-3-030-81062-7 035 $a(CKB)4100000012026399 035 $a(MiAaPQ)EBC6726394 035 $a(Au-PeEL)EBL6726394 035 $a(OCoLC)1287132108 035 $a(PPN)258057866 035 $a(DE-He213)978-3-030-81062-7 035 $a(EXLCZ)994100000012026399 100 $a20210913d2021 u| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 14$aThe Making of the Modern Manager $eMapping Management Competencies from the First to the Fourth Industrial Revolution /$fby Paul Turner 205 $a1st ed. 2021. 210 1$aCham :$cSpringer International Publishing :$cImprint: Palgrave Macmillan,$d2021. 215 $a1 online resource (420 pages) 311 08$a9783030810610 311 08$a3030810615 320 $aIncludes bibliographical references and index. 327 $aChapter 1- What is management; what do managers do? -- Chapter 2- Management during the First Industrial Revolution -- Chapter 3- Management during the Second Industrial Revolution -- Chapter 4 - Management During the Third Industrial Revolution -- Chapter 5- The Fourth Industrial Revolution -- Chapter 6- Core Management Competences -- Chapter 7- Management Competence for the Fourth Industrial Revolution - Demonstrates agile governance and adaptability to make change work effectively -- Chapter 8- Management Competence for the Fourth Industrial Revolution- Collaborates to create and share knowledge and information -- Chapter 9- Management Competence for the Fourth Industrial Revolution- Engages and Develops the Workforce -- Chapter 10- Management Competence for the Fourth Industrial Revolution - integrates multiple systems and processes and seeks continuous improvement -- Chapter 11- Management Competence for the Fourth Industrial Revolution - takes effective action to deliver results -- Chapter 12- The Making of the Modern Manager- Core management competences and their attributes. 330 $aManagement is a constellation of concepts and ideas. Its many definitions span the boundaries of leadership and strategy on the one hand and business administration on the other; from people management to P&L accounts, to both change and stability, sometimes simultaneously. There are few concepts that have attracted as much business interest as the management of organisations. Presenting a wide, deep and engaged body of research about management, this book explores how management competencies have developed over time and whether these are still relevant to the management of contemporary organizations. The author addresses this question by tracing the evolution of management competencies from the First to the Fourth Industrial revolution, investigating the role and style of managers in each 'revolution' and in multiple geographies. Ultimately, this book suggests that that five 'core management competencies; will be relevant as the Fourth Industrial Revolution gathers momentum. Paul Turner has held Professorial appointments at Universities in Leeds, Birmingham, Nottingham and Cambridge. His business career included Executive and Director positions in FTSE and Fortune companies, and he was Vice President of the CIPD. Paul is the author or co- author of Employee Engagement, Leadership in Healthcare, Talent Management in Healthcare, Make Your People Before You Make Your Products, Workforce Planning, The Admirable Company, Talent Strategy, Management and Measurement, Organisational Communication and HR Forecasting and Planning. 606 $aManagement 606 $aBusiness 606 $aManagement science 606 $aManagement 606 $aBusiness and Management 615 0$aManagement. 615 0$aBusiness. 615 0$aManagement science. 615 14$aManagement. 615 24$aBusiness and Management. 676 $a658 676 $a658.009 700 $aTurner$b Paul$f1952 October 18-$01240804 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910503006903321 996 $aThe making of the modern manager$92878550 997 $aUNINA