ABOUT JOHN F. MACEK

John has been in management for over 30 years, 17 as CEO of large human service organizations. His experience ranges from organizational development, strategic planning, post merger integration, policy development, creating positive corporate cultures, management coaching, and management writing to conflict resolution. He comes from a behavioral sciences background that he used to develop the Macek Management Checklist, a list of twenty critical management skills in four areas (Intellectual, Social, Emotional, and Executive). This led to his first work The Making of a Manager, which was used for four years as a text in the advanced management class of an MBA program along with Peter Drucker’s Principles of Management, Stephen Covey’s Seven Habits, and Alan Downs’ Seven Miracles of Management.

Mr. Macek is widely regarded for his skills in root cause analysis and ability to formulate measured, effective response. He served on three boards of directors and on an advisory committee that helped fashion a managed mental health care system for the State of Michigan. Along with representatives of major corporations and union business managers in Metropolitan Kansas City, he was a founding board member of Kansas City’s first HMO, serving as a Vice President and Chair of Executive Search, Finance, and Marketing Committees.

In addition to writing and publishing through Bosshandbooks®, John provides management coaching to area firms, He writes a column “Focus Executive Suite” for Corporate Report Wisconsin and is a regular contributor of newsletter articles to six Chapters of the Society of Human Resource Management.

His first handbook publication is Successful Managers: Successful Organizations. The primary purpose of this handbook is to provide an overview of management beginning with writing job descriptions, hiring, and performance assessments to succession planning and development of corporate cultures. While managers may be richly experienced in their specific niche, it is important that managers understand relationships between functions and the chain of management functions necessary to maintain a smoothly operating organization. It has been found useful to managers at every level, from first-time managers to CEOs.