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Management and influence

Włodzimierz Włodarski

2010

1/2010

( 1 )

https:/doi.org/

Abstract

It seems that people are not fully aware of their power over other people and the resulting possibilities. It is interesting to know what you can make people do, what you can forbid them and what you cannot do. Very often, people faced with that question answer either that you can make people do everything or that you cannot make them do anything.
The main goal of this article is to establish the foundations of and specify the rules necessary for human management. I would like to explain the basic assumptions in relation to effective and ineffective human management. The boundaries of power and freedom are extremely important and it is certainly worth learning to recognize them in a more conscious and accurate way.

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Wykorzystanie coachingu w rozwoju kompetencji menedżerskich w organizacji

Aleksandra Szewczyk

2014

1/2014

( 6 )

DOI: 10.7206/cr.2081-7029.18

https:/doi.org/10.7206/cr.2081-7029.18

Abstract

The article presents how competence management in organization contributes to the effective functioning of the modern enterprise. Coaching with its multiplicity and complexity used as a tool for human resources development can bring many benefits into competency management. According to the author it is possible to find convergence in certain areas that coaching and competence management are described in the article.

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Samoprzywództwo i Spiral Dynamics – implikacje dla coachingowego stylu zarządzania

Dagmara Miąsek; Beata Bliźniuk

2014

1/2014

( 6 )

DOI: 10.7206/cr.2081-7029.12

https:/doi.org/10.7206/cr.2081-7029.12

Abstract

The article is a theoretical introduction to further empirical studies planned by the authors. Its aim is to review the theoretical assumptions concerning the concept of self-leadership as a basis for an integrated, holistic management paradigm, manifested among others in coaching management style. One of the concepts referred to by the authors is Spiral dynamics by Graves, which assumes continuous development of self-consciousness of man and of humanity as a collective community, which is reflected also in management.

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Behawioryka. About mentoring of start-ups’ leaders

Paweł Smółka

2016

1/2016

( 8 )

DOI: 10.7206/cr.2081-7029.40

https:/doi.org/10.7206/cr.2081-7029.40

Abstract

Behavioural sciences – describing and explaining human behaviour – can and should add more value to the practice of innovation management. The term “behawioryka” has been coined by the author of the paper to emphasize practical implications of behavioural sciences for the management of innovative projects. Behawioryka does not strive to describe scientific experiments or their findings. Its aim consists in formulating practical tips, principles and tools for start-up leaders, in order to facilitate the management of their ventures, which are high-risk and unique projects with a great market potential. The article outlines the foundations of behawioryka and mentoring as an optimal method of application of its principles in the process of working with start-up leaders.

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Coaching Review

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