Richard Boyatzis cytaty (22 cytatów) | Cytaty sławnych ludzi

Źródło: Transforming qualitative information (1998), p. as cited in: Graciela Tonon (2012) Young People's Quality of Life and Construction of Citizenship. p. 53.

“is a process for encoding quantitative information.”

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Richard Boyatzis

Źródło: Transforming qualitative information (1998), p. 4.

“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.”

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Richard Boyatzis

Źródło: Competent manager (1982), p. 23.

“A competency is an underlying characteristic of the person that leads to or causes effective or superior performance.”

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Richard Boyatzis

Źródło: Competent manager (1982), p. 21.

“Understanding the concept of competency is a prerequisite to understanding his integrated model of management.”

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Richard Boyatzis

Źródło: Competent manager (1982), p. 10.

“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.”

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Richard Boyatzis

Boyatzis (2012) " The Resonant Team Leader http://blogs.hbr.org/cs/2012/04/the_resonant_team_leader.html" at HBR Blog Network, April 13, 2012.

“[The process of paraphrasing or summarizing each piece of data enters information] into your unconscious, as well as consciously processing the information.”

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Richard Boyatzis

Źródło: Transforming qualitative information (1998), p. 45 as cited in: Eimear Muir-Cochrane & Jennifer (2006) " Demonstrating Rigor Using Thematic Analysis http://www.ualberta.ca/~iiqm/backissues/5_1/PDF/FEREDAY.PDF". In: International Journal of Qualitative Methods 5 (1) April 2006.

“Models of management sometimes come from task and function analyses of management jobs. Someone studies what managers do, or what duties and responsibilities they are expected to perform, and then develops a model or image of what competent management is (Mintzberg, 1973). Typically, task and function analyses result in detailed descriptions of what activities must be performed in the job. Often these are not arrayed in any order of importance or relevance to the particular job or to the desired output from someone performing the job. Such models have been tested, in that systematic research is conducted to determine if the dentified activities are part of the job. Unfortunately, models based on task or function analysis focus on the job and do not address the person in the job. In doing so, the models include many specific and detailed descriptions of activities, but no mention is made of the characteristics that enable or increase the likelihood of a person performing those activities. These models do not establish a casual link between characteristics of people and performance in a job.”

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Richard Boyatzis

Źródło: Competent manager (1982), p. 7-8.

“When the sample size is small or the study is of one organization, descriptive use of the thematic coding is desirable.”

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Richard Boyatzis

Źródło: Transforming qualitative information (1998), p. 129.

“The study resulted in a model of competence, not merely a laundry list of characteristics.”

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Richard Boyatzis

Źródło: Competent manager (1982), p. 43.

“Thematic analysis is a process for encoding quantitative information. The encoding requires an explicit "code". This may be a list of themes; a complex model with themes, indicators, and qualifications that are causally related; or something in between these two forms. A theme is a pattern found in the information that at minimum describes and organizes the possible observations and at maximum interprets aspects of the phenomenon. A theme may be identified at the manifest level (directly observable in the information) or at the latent level (underlying the phenomenon). The themes may be initially generated inductively from the raw information or generated deductively from theory or prior research.”

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Richard Boyatzis

Źródło: Transforming qualitative information (1998), p. vi-vii.

“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.”

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Richard Boyatzis

Źródło: Competent manager (1982), p. 60.

“A job competency is 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/she uses. The existence and possession of these characteristics may or not be known to the person. In this sense, the characteristics may be unconscious aspects of the person. Because job competencies are underlying characteristics, they can be said to be generic. A generic characteristic may be apparent in many forms of behaviour, or a wide variety of different actions.”

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Richard Boyatzis

Źródło: Competent manager (1982), p. 21.

“It’s that feeling when you make it home Friday night and pour yourself a drink or a glass of wine and feel like the blood has drained out of you… I actually think burnout is the wrong description of it. I think it’s ‘burn up. Physiologically, that is what you are doing because of the chronic stress being placed on your body.”

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Richard Boyatzis

Richard Boyatzis (2006) cited in: "BURNOUT: Though no one is immune, middle managers are most at risk in a weak economy in which staff cuts add pressure on remaining workers" in: The Plain Dealer, February 13, 2006.