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S.4. Pet Mentalnih Sklopova Menadzera
S.4. Pet Mentalnih Sklopova Menadzera
Menaderske uloge
(Mintzberg H., 1973)
Formalni autoritet i
status
Interpersonalne uloge
Informacijske uloge
Uloge odluivanja
Nominalni voa
Voa-Lider
Veza
Monitor
Odailja
Glasnogovornik
Preduzetnik
Korektor poremeaja
Alokator resursa
Pregovara
Test Da li ste za
menadera?
Others
Bonding to
organizatio
n
Commitment to
strategy
Designi
ng
Strategi
c
thinking
Task
Managing change
Organization
Strong commitment
skills
Leader
Balanced
scorecard
Task
Others
RESULTS
Customer
satisfaction
Operations
efficiency
Learning
Organization
Financials
Etc.
Kolobarativni
Menadment promjena
Akcioni
Izvor: Gosling J., Mintzberg H. (2003), The Five Minds of a Manager, Harvard
Business Review, November, 34
Prof. dr. Aziz unje
Managing
self
Managing
relationship
Leader
Others
Managing
organization
Managing
context
Task
Organization
Managing
change
10
Collabarative Mind-Set
Action Mind-set
Not only change ... continuity
11
12
Menaderska edukacija
kvalitativni pomak
Fokus na sposobnosti sintetiziranja
optika razliitih mentalnih sklopova u
sveobuhvatan i cjelovit pogled na
organizacijsku realnost
Modularni pristup jedan modul dvije
sedmice: ukupno 16 mjeseci
13
Menaderske uloge
Formal
Authority
and Status
Interperson
al Roles
Figurehead
Leader
Liason
Information
al Roles
Monitor
Disseminator
Spokesperso
n
Prof. dr. Aziz unje
Decisional
Roles
Entrepreneur
Distrubance
Handler
Resource
Allocator
Negotiator
14
15
Zakljuak unapreenje
menaderskih sposobnosti
Menader znanja o biznisu i ljudima
Sposobnost odigravanja menaderskih
uloga (10 uloga)
Interpersonalne, informacione i uloge
odluivanja
lanak
Goleman, D. (2004), What Makes a
Leader, Harvard Business Review
Gosling, J., Mintzberg, H. (2003) , The
Five Minds of a Manager, Harvard
Business Review