H. Arne Maus

ISBN-13: 9781935987000

# pages: 210


Suggested Retail: $44.95



H. Arne Maus explains in his book the difference between managers and leaders, and demonstrates how the profiles required for each of these roles may be identified. What is more, he reveals the influence of thinking preferences in professional situations and shows how much can be gained by taking them into account when making hiring decisions.The goal is to find the right person for the right job --- which will increase the efficiency of the work place and at the same time lead to higher levels of job satisfaction, of corporate cultures --- whether at the level of the company, the department or the team.  The author is the developer of the Identity Compass, and in his work he has set his focus on measuring thinking preferences. By identifying these preferences, be they those of managers, leaders, employees or even customers, a company can discover new ways to measure motivating and de-motivating factors in the working environment and to create ideal working conditions for employees. Not only will this increase work-place efficiency, it will also enable the company to find intelligent ways to reduce personnel costs. You will learn about the difference between motivation and engagement. This book shows, why motivation is not enough. Today we can even measure the engagement within an organisation just as well as the leverage points to improve the engagement.

Table of Contents

CHAPTER ONE:   Why Use Profiling Systems

 1.1 “How Do You Operate an Employee?”

 1.2 Safeguarding the Investment in Employees

CHAPTER TWO:   Requirements of a Profiling System

2.1 Usability

2.2 Comparison with Job Profiles

2.3 Are the Results Useful?

2.4 Are the Results Communicable?

2.5 Is It Socially Acceptable?

2.6 “How About Some More…?”

CHAPTER THREE:   Thinking Means Deleting

3.1 Compensating for the Deletions

3.2 The Law of Attention

3.3 What Are Thinking Preferences?

3.4 Determining the Position of a Company

3.5 The Discovery of the Thinking Preferences

 3.6 Definition of Thinking Preferences

 CHAPTER FOUR:   Background: Logical Levels of Learning

4.1 Neurological Levels

4.2 Placement of the Thinking Preferences

CHAPTER FIVE:  Why Is All of This Important?

5.1 Motivation Is Good --- Engagement Is Better

5.2 Case Study: The Cost of Poor Leadership

CHAPTER SIX:  Thinking Preferences — An Overview

6.1 Perception

6.2 Motivation Factors

6.3 Motivation Processing

6.4 Information Processing

6.5 Meta-Scales

6.6 The Riemann-Thomann-Model

6.7 Combinations

CHAPTER SEVEN:  Measuring the Working Climate

7.1 Autonomy versus Dependency

7.2 Security versus Absence of Prospects

7.3 Challenge versus Pointlessness

CHAPTER EIGHT:  Burn-out — a Mental Strategy

8.1 Why Is Burn-out so Important?

CHAPTER NINE:  Identifying People Who May Bully Others

CHAPTER TEN:  Case Studies: Coaching

10.1 Learning from the Best

CHAPTER ELEVEN:   Profiling Systems for Thinking Preferences

11.1 Valid Results

11.2 The Purpose

11.3 Sample


I. Perception

 II. Motivation Factors

III. Motivation Processing

IV. Information Processing


Special Notes

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About the Author(s): H. Arne Maus

H. Arne Maus is an experienced management trainer and coach and works as a consultant to major corporations in industry and commerce. In 1994, he founded Identity Compass International, a network of consultants that utilize the Identity Compass® system ( H. Arne Maus continues to be a member of Identity Compass International and devotes himself primarily to the research on thinking preferences.

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