16 quotes
Understanding the concept of competency is a prerequisite to understanding his integrated model of management.
Competent manager (1982)
The study resulted in a model of competence, not merely a laundry list of characteristics.
Competent manager (1982)
A competency is an underlying characteristic of the person that leads to or causes effective or superior performance.
Competent manager (1982)
When the sample size is small or the study is of one organization, descriptive use of the thematic coding is desirable.
Transforming qualitative information (1998)
Thematic analysis is a process for encoding quantitative information.
Transforming qualitative information (1998)
At the core of every manager’s job is the requirement to make things happen toward a goal or consistent with a plan. Managers need to set goals and initiate actions to achieve them.
Competent manager (1982)
A threshold competency is a person's generic knowledge, motive, trait, self image, social role, or skill which is essential to performing a job, but is not causally related to superior job performance.
Competent manager (1982)
The unit of coding is the most basic segment, or element, of the raw data or information that can be assessed in a meaningful way regarding the phenomenon.
Transforming qualitative information (1998)
Skill is a property of a person; it is a person's ability to demonstrate a system and sequence of behaviour that [is] functionally related to attaining a performance goal.
Competent manager (1982)
The raw data or information collected for studies using thematic analysis is a person's own words or actions or observable aspects of his or her life in an organization or culture.
Transforming qualitative information (1998)
The result of a job element analysis is a weighted list of characteristics that managers perceive as important in distinguishing superior from average performers, and those characteristics required by anyone in the job.
Competent manager (1982)
[The process of paraphrasing or summarizing each piece of data enters information] into your unconscious, as well as consciously processing the information.
Transforming qualitative information (1998)
There are many leaders, not just one. Leadership is distributed. It resides not solely in the individual at the top, but in every person at every level who, in one way or another, acts as a leader to a group of followers - wherever in the organization that person is, whether shop steward, team head, or CEO.
It's depressing to realize how few of the teams in our lives use their human capital and opportunities well, when it comes to sustaining performance, innovating, or adapting. That's true whether we're talking about families, sports, projects, management, or research.
Boyatzis (2012)
[A process for encoding qualitative information] used as part of many qualitative method, considers that is not a separate method but something to be used to assist the researcher in the search of insight.
Transforming qualitative information (1998)
An underlying characteristic of a person in that it may be a motive, trait, skill, aspect of one’s self-image or social role, or a body of knowledge which he or she uses... a person’s competencies reflect his or her capability. They are describing what he or she can do, not necessarily what he or she does, nor does all the time regardless of the situation and setting.
Competent manager (1982)