Abstract
Job analysis is frequently used in human resource management. It has proved to be a useful tool for working with rank and file personnel. However, in the new, developing and everchanging business environment, and for managerial positions, other methods could be adapted. Suggests a different concept for such areas based on the idea that managerial roles can be analysed in terms of managerial styles or types. The spectral management theory is such an approach. Presents three case studies; in the first two a traditional job analysis was performed successfully whereas the third case exemplifies the new approach and its outcomes for managerial development and effective performance.
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