Training in management skills:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Prentice-Hall Internat.
2001
|
| Ausgabe: | 1. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXI, 522 S. graph. Darst. |
| ISBN: | 0139550143 |
Internformat
MARC
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| 245 | 1 | 0 | |a Training in management skills |c Phillip L. Hunsaker |
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| 264 | 1 | |a Upper Saddle River, NJ |b Prentice-Hall Internat. |c 2001 | |
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| 650 | 4 | |a Management | |
| 650 | 4 | |a Interpersonal communication | |
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Datensatz im Suchindex
| _version_ | 1804138163791200256 |
|---|---|
| adam_text | Brief Contents
PREFACE xvii
PARTI: INTRODUCTION 1
Chapter 1 Management Skills and Managerial Effectiveness 1
Chapter 2 Self-Awareness: Understanding and Developing Yourself 19
PART II: GENERAL INTEGRATIVE SKILLS 53
Chapter 3 Interpersonal Communication 53
Chapter 4 Valuing Diversity 75
Chapter 5 Developing Ethical Guideposts 96
Chapter 6 Managing Stress and Time 120
PART III: PLANNING AND CONTROL SKILLS 153
Chapter 7 Planning and Goal Setting 153
Chapter 8 Evaluating and Controlling Performance 178
Chapter 9 Creative Problem Solving 207
PART IV: ORGANIZING SKILLS 241
Chapter 10 Designing Work 241
Chapter 11 Identifying and Hiring Employees 263
Chapter 12 Creating High-Performing Teams 285
Chapter 13 Diagnosing and Modifying Organizational Culture 317
PARTV: LEADING SKILLS 339
Chapter 14 Building a Power Base 339
Chapter 15 Leading Change 365
Chapter 16 Motivating Others 397
Chapter 17 Developing Subordinates 427
Chapter 18 Managing Conflict 447
APPENDICES 483
Appendix A Oral Presentation Skills 483
Appendix B Written Communication Skills 491
GLOSSARY 509
INDEX 515
Contents
PREFACE xvii
PART I: INTRODUCTION 1
CHAPTER 1: Management Skills and Management Effectiveness 1
Learning Objectives 1
Concepts 1
Management functions 2
Management skills 3
Required skills for managerial competence 5
The learning of skills 10
TIMS learning model 12
Some guidelines for effective skill performance 13
Summary and Coming Attractions 15
Concept Quiz 15
Modeling Exercise 16
Getting to know about the class and each other 16
Notes 16
CHAPTER 2: Self-Awareness: Understanding
and Developing Yourself 19
Learning Objectives 19
Concepts 19
Why increase your self awareness? 20
How to increase your self-awareness 20
Interpretation: Cognitive style self-assessment 32
Soliciting feedback from others 39
Concept Quiz 46
Behavioral Checklist 47
Summary Sheet 47
Group Exercise 48
Self-disclosure and solicitation of feedback to know yourself better 48
Application Questions 48
Reinforcement Exercises 49
Action Plan 49
Notes 49
Skills Video: Self-awareness 52
vii
viii Contents
PART II: GENERAL INTEGRATIVE SKILLS 53
CHAPTER 3: Interpersonal Communication 53
Learning Objectives 53
Self-Assessment Exercise 53
What is your communication style? 53
Scoring and interpretation 55
Concepts 56
Why is communication important? 56
What is the interpersonal communication process? 57
Basic interpersonal communication skills 58
What are the barriers to communication? 58
How do you send clear, understandable messages? 59
How do you receive and understand messages accurately? 61
How can you utilize nonverbal cues? 62
How can you adapt to diversity of communication styles? 63
How can you facilitate communication with diversity? 65
Concept Quiz 65
Behavioral Checklist 66
Modeling Exercise 66
Controversial issue debate 66
Group Exercises 68
Group exercise 1:A case of deadly communication problems 68
Group exercise 2: Listening to understand problems 69
Group exercise 3: Getting to know you: Connecting by rubber bands 71
Summary Checklist 72
Application Questions 73
Reinforcement Exercises 73
Action Plan 73
Notes 73
CHAPTER 4: Valuing Diversity 75
Learning Objectives 75
Self-Assessment Exercise 75
Concepts 76
What is diversity? 77
Old versus new 78
How organizations promote diversity 79
Diversity s importance to managers 80
What can the individual manager do? 82
Concept Quiz 85
Behavioral Checklist 85
Effective managers of diversity 85
Modeling Exercise 86
A problematic promotion 86
Group Exercises 89
Group exercise 1: Choosing music 89
Group exercise 2: Motivation in action 90
Group exercise 3: How homogeneous should a diverse group be? 91
Summary Checklist 92
Application Questions 93
Contents x
Reinforcement Exercise 93
Action Plan 94
Notes 94
CHAPTER 5: Developing Ethical Guideposts 96
Learning Objectives 96
Self-Assessment Exercise 96
How important are ethics to you? 96
Concepts 97
What is ethics? Why is it important? 97
How strong are our business ethics? 99
Why ethics questions are often tougher than they seem 99
Factors affecting managerial ethics 101
How can organizations encourage ethical behavior? 103
What you as an individual can do 105
Concept Quiz 107
Behavioral Checklist 108
The ethical manager 108
Modeling Exercise 108
Competing ethical criteria 108
Group Exercises 111
Group exercise 1: West Oceans Bank role-play 111
Group exercise 2: Minicases 114
Group exercise 3: Anticipating ethical conflict 115
Summary Checklist 116
Application Questions 117
Reinforcement Exercises 117
Action Plan 118
Notes 118
CHAPTER 6: Managing Stress and Time 120
Learning Objectives 120
Self-Assessment Exercise 120
Concepts 121
What is stress? 121
Why is stress management important? 122
What skills are needed to cope with stress? 124
How can awareness of stress symptoms be enhanced? 125
How can stressors be identified? 127
What constructive things can be done to reduce stress? 131
Concept Quiz 140
Behavioral Checklist 140
Modeling Exercise 140
The stress of success role-play 140
Group Exercises 143
Group exercise 1: Case analysis: A hectic day at Alcala Savings
and Loan Association 143
Group exercise 2: Role play: Time management at Dewev,
Cheatum Howe, Inc. 144
Group exercise 3: Relaxation response 148
X Contents
Summary Checklist 148
Application Questions 149
Reinforcement Exercises 149
Action Plan 150
Diagnosing stress and managing it effectively 150
Notes 150
Skills Video: Managing Stress 152
PART III: PLANNING AND CONTROL SKILLS 153
CHAPTER 7: Planning and Goal Setting 153
Learning Objectives 153
Self-Assessment Exercise 153
How well do I plan and set goals? 153
Concepts 155
Planning 155
Goal setting 160
Concept Quiz 166
Behavioral Checklist 167
The effective planner and goal-setter 167
Modeling Exercise 168
Role play: Goal setting for women s basketball 168
Group Exercises 170
Group exercise 1: Case: I can see clearly now 170
Group exercise 2: Role-play: Prioritizing goals for juvenile probation officers 171
Group exercise 3: Goal setting for your instructor 174
Summary Checklist 174
Application Questions 175
Reinforcement Exercises 175
Action Plan 175
Planning your career 175
Notes 176
CHAPTER 8: Evaluating and Controlling Performance 178
Learning Objectives 178
Self-Assessment Exercise 178
Concepts 179
Performance appraisal as a control process 180
Performance appraisal as a means of providing constructive feedback 188
Team performance appraisals 192
Concept Quiz 193
Behavioral Checklist 194
The effective performance appraiser 194
Modeling Exercise 194
Instructor performance appraisal rating form 194
Group Exercises 197
Group exercise 1: Case analysis: Conducting a performance appraisal 197
Group exercise 2: Role-play: A difficult performance appraisal 198
Group exercise 3: Peer review of class members performance 200
Summary Checklist 203
Application Questions 204
Contents XI
Reinforcement Exercises 204
Action Plan 204
Notes 205
CHAPTER 9: Creative Problem Solving 207
Learning Objectives 207
Self-Assessment Exercise 207
How creative are you? 207
Concepts 208
The importance of effective problem solving 208
What are the steps for rational problem solving? 209
When is participation appropriate for decision making? 218
Encouraging creativity 224
Concept Quiz 227
Behavioral Checklist 228
The creative problem solver 228
Modeling Exercise 228
Group Exercises 231
Group exercise 1: Dealing with academic dishonesty case discussion 231
Group exercise 2: Choosing a decision style 232
Group exercise 3: Winter survival exercise 234
Summary Checklist 236
Application Questions 236
Reinforcement Exercises 237
Action Plan 237
Notes 237
Skills Video: Planning 239
PART IV: ORGANIZING SKILLS 241
CHAPTER 10: Designing Work 241
Learning Objectives 241
Self-Assessment Exercise 242
Concepts 242
Why do we design jobs? 242
What makes a job? 244
Looking at the same job differently 246
Designing jobs for maximum performance 247
Working with teams 248
Work schedule options 248
Concept Quiz 249
Behavioral Checklist 250
Effective job designers 250
Modeling Exercise 250
The job design process 250
Modeling exercises observations 252
Group Exercises 254
Group exercise 1: Brainstorming job redesign 254
Group exercise 2: Redesigning assembly-line jobs 255
Group exercise 3: Getting ready to redesign work 257
xii Contents
Summary Checklist 259
Application Questions 259
Reinforcement Exercises 260
Action Plan 262
Notes 262
CHAPTER 11: Identifying and Hiring Employees 263
Learning Objectives 263
Self-Assessment Exercise 263
Concepts 264
Why do I need to know about hiring? 264
The human resources function 265
Recruiting qualified applicants 267
Selecting the best candidate 269
Interviewing techniques 272
Skill guidelines for interviewing candidates 273
Antidiscrimination requirements 274
Job offer, orientation, and training 274
Concept Quiz 275
Behavioral Checklist 276
Effective hiring managers 276
Modeling Exercise 276
The selection process 276
Modeling exercise observations 277
Group Exercises 279
Group exercise 1: Choosing a payroll manager 279
Group exercise 2: Questions for new hires 280
Group exercise 3: Sharpening questions and answers 282
Summary Checklist 282
Application Questions 283
Reinforcement Exercises 283
Action Plan 283
Notes 283
CHAPTER 12: Creating High-Performing Teams 285
Learning Objectives 285
Self-Assessment Exercise 285
Do you have a team mentality? 285
Concepts 286
The importance of creating high-performance teams 287
Characteristics of high-performing teams 288
Designing high-performing teams 290
The five stages of team development 292
Adapting leadership style to facilitate team development 296
Transforming existing work groups into high-performing teams 299
Conducting effective meetings 303
Concept Quiz 307
Behavioral Checklist 308
The effective team builder 308
Modeling Exercise 308
Contents xiii
Group Exercises 310
Group exercise 1: Major product industries case 310
Group exercise 2: My asset base 311
Group exercise 3: Strength acknowledgment 313
Summary Checklist 313
Application Questions 315
Reinforcement Exercises 315
Action Plan 315
Notes 316
CHAPTER 13: Diagnosing and Modifying Organizational Culture 317
Learning Objectives 317
Self-Assessment Exercise 317
Concepts 318
Why culture is so important 319
What constitutes culture? 320
Where does culture come from? 321
The role of subcultures 322
How to read an organization s culture 323
Assessing the individual-to-organization fit 323
Sustaining a culture 324
Changing the culture 325
Concept Quiz 326
Behavioral Checklist 327
An effective manager of organizational culture 327
Modeling Exercise 327
Diagnosing organizational culture 327
Modeling exercise observations 328
Group Exercises 330
Group exercise 1: Maintaining an organizational culture 330
Group exercise 2: Assessing the culture of the college 331
Group exercise 3: Deciding whether you mesh with the culture 332
Group exercise 4: Changing a culture 334
Summary Checklist 335
Application Questions 335
Reinforcement Exercises 336
Action Plan 336
Notes 336
Skills Video: Interviewing Job Candidates 338
PART V: LEADING SKILLS 339
CHAPTER 14: Building a Power Base 339
Learning Objectives 339
Self-Assessment Exercise 339
Concepts 340
What is power? 340
Why is power important? 341
How can power be acquired? 341
Using power to maximize managerial effectiveness 346
xiv Contents
Should you use defensive behaviors to protect your power? 348
Consider the cost-benefit equation 349
Concept Quiz 351
Behavioral Checklist 351
The effective power builder 351
Modeling Exercise 352
Role-play: Power and the truck trading problem 352
Group Exercises 355
Group exercise 1: Case analysis of The Bill and Mary Show 355
Group exercise 2: Role-play: Power plays within Universal Care, Inc. 358
Group exercise 3: Personal power strategies for allocating resources 360
Summary Checklist 361
Application Questions 362
Reinforcement Exercises 362
Action Plan 363
Notes 363
CHAPTER 15: Leading Change 365
Learning Objectives 365
Self-Assessment Exercise 365
Are you ready for leadership? 365
Concepts 366
What distinguishes leadership from management? 367
Leader traits 368
Leader behaviors 369
Transactional versus transformational leadership 373
Identifying targets for change 374
Phases of planned change 376
Managing the planned change process 377
Recognizing resistence to change 379
Overcoming resistance to change 381
Skills for leading change 383
Concept Quiz 385
Behavioral Checklist 386
Effective leaders of change 386
Modeling Exercise 386
What does the leader do now? 386
Group Exercises 389
Group exercise 1: Case study: Troubling leadership issues
in the Panamanian Agency 389
Group exercise 2: Role-play: Dividing up leadership 390
Group exercise 3: Do not topple the tower 392
Summary Checklist 393
Application Questions 394
Reinforcement Exercises 395
Action Plan 395
Notes 395
CHAPTER 16: Motivating Others 397
Learning Objectives 397
Self-Assessment Exercise 397
How do I motivate others? 397
Contents
Concepts 398
What motivates workers to stay on the job? 399
What motivates people to perform well on the job? 400
How do people decide how to behave to satisfy their needs on the job? 403
Methods of motivating employees 407
Concept Quiz 414
Behavioral Checklist 415
The effective motivator 415
Modeling Exercise 415
Reshaping unacceptable behaviors 415
Group Exercises 419
Group exercise 1: Case study: Ralph Henry s motivational crisis 419
Group exercise 2: Role-play: Uncovering motivational valences 420
Group exercise 3: Improving motivation at Lightning Rod Steel 421
Summary Checklist 422
Application Questions 424
Reinforcement Exercises 424
Action Plan 424
Notes 425
CHAPTER 17: Developing Subordinates 427
Learning Objectives 427
Self-Assessment Exercise 427
The best ways to develop subordinates 427
Concepts 428
Determine the best approach for developing subordinates 428
Develop others through delegation 430
Provide meaningful feedback for learning 432
Coaching and counseling 433
Mentor for long-term development 436
Concept Quiz 436
Behavioral Checklist 437
To help others develop 437
Modeling Exercise 437
Building problems in Napa Valley 437
Group Exercises 440
Group exercise 1: Writing Mike off: Confessions of a sales manager 440
Group exercise 2: Helping with a peer problem 441
Group exercise 3: Role-play: Problems everywhere 443
Group exercise 4: Role-play: Why is the camera out of focus? 443
Summary Checklist 444
Application Questions 445
Reinforcement Exercises 446
Action Plan 446
Notes 446
CHAPTER 18: Managing Conflict 447
Learning Objectives 447
Self-Assessment Exercise 447
Xvi Contents
Concepts 449
What is conflict? 449
What are the main sources of conflict? 450
What are the key conflict management skills? 451
Bargaining strategies 457
Guidelines for effective negotiating 459
What about conflict stimulation? 460
How do you manage conflict between groups and departments? 461
Concept Quiz 464
Behavioral Checklist 465
For effective conflict resolution 465
Modeling Exercise 465
Group Exercises 469
Group exercise 1: Deciding how to manage conflicts 469
Group exercise 2: Used car role-play 471
Group exercise 3: The Alligator River conflict 474
Summary Checklist 478
Application Questions 479
Reinforcement Exercises 479
Action Plan 479
Notes 479
Skills Video: Managing Conflict 481
APPENDIX A: Oral Presentation Skills 483
Managing Anxiety 483
Planning and Preparing 484
Delivery of the Presentation 486
Concept Quiz 487
Behavioral Checklist 488
Group Exercise 488
Oral presentations 488
Application Questions 490
Reinforcement Exercises 490
Notes 490
APPENDIX B: Written Communication Skills 491
Content 491
Style 497
Concept Quiz 504
Behavioral Checklist 505
Group Exercise 505
Written presentations 505
Application Questions 506
Reinforcement Exercises 506
Notes 507
Glossary 509
Index 515
|
| adam_txt |
Brief Contents
PREFACE xvii
PARTI: INTRODUCTION 1
Chapter 1 Management Skills and Managerial Effectiveness 1
Chapter 2 Self-Awareness: Understanding and Developing Yourself 19
PART II: GENERAL INTEGRATIVE SKILLS 53
Chapter 3 Interpersonal Communication 53
Chapter 4 Valuing Diversity 75
Chapter 5 Developing Ethical Guideposts 96
Chapter 6 Managing Stress and Time 120
PART III: PLANNING AND CONTROL SKILLS 153
Chapter 7 Planning and Goal Setting 153
Chapter 8 Evaluating and Controlling Performance 178
Chapter 9 Creative Problem Solving 207
PART IV: ORGANIZING SKILLS 241
Chapter 10 Designing Work 241
Chapter 11 Identifying and Hiring Employees 263
Chapter 12 Creating High-Performing Teams 285
Chapter 13 Diagnosing and Modifying Organizational Culture 317
PARTV: LEADING SKILLS 339
Chapter 14 Building a Power Base 339
Chapter 15 Leading Change 365
Chapter 16 Motivating Others 397
Chapter 17 Developing Subordinates 427
Chapter 18 Managing Conflict 447
APPENDICES 483
Appendix A Oral Presentation Skills 483
Appendix B Written Communication Skills 491
GLOSSARY 509
INDEX 515
Contents
PREFACE xvii
PART I: INTRODUCTION 1
CHAPTER 1: Management Skills and Management Effectiveness 1
Learning Objectives 1
Concepts 1
Management functions 2
Management skills 3
Required skills for managerial competence 5
The learning of skills 10
TIMS learning model 12
Some guidelines for effective skill performance 13
Summary and Coming Attractions 15
Concept Quiz 15
Modeling Exercise 16
Getting to know about the class and each other 16
Notes 16
CHAPTER 2: Self-Awareness: Understanding
and Developing Yourself 19
Learning Objectives 19
Concepts 19
Why increase your self awareness? 20
How to increase your self-awareness 20
Interpretation: Cognitive style self-assessment 32
Soliciting feedback from others 39
Concept Quiz 46
Behavioral Checklist 47
Summary Sheet 47
Group Exercise 48
Self-disclosure and solicitation of feedback to know yourself better 48
Application Questions 48
Reinforcement Exercises 49
Action Plan 49
Notes 49
Skills Video: Self-awareness 52
vii
viii Contents
PART II: GENERAL INTEGRATIVE SKILLS 53
CHAPTER 3: Interpersonal Communication 53
Learning Objectives 53
Self-Assessment Exercise 53
What is your communication style? 53
Scoring and interpretation 55
Concepts 56
Why is communication important? 56
What is the interpersonal communication process? 57
Basic interpersonal communication skills 58
What are the barriers to communication? 58
How do you send clear, understandable messages? 59
How do you receive and understand messages accurately? 61
How can you utilize nonverbal cues? 62
How can you adapt to diversity of communication styles? 63
How can you facilitate communication with diversity? 65
Concept Quiz 65
Behavioral Checklist 66
Modeling Exercise 66
Controversial issue debate 66
Group Exercises 68
Group exercise 1:A case of deadly communication problems 68
Group exercise 2: Listening to understand problems 69
Group exercise 3: Getting to know you: Connecting by rubber bands 71
Summary Checklist 72
Application Questions 73
Reinforcement Exercises 73
Action Plan 73
Notes 73
CHAPTER 4: Valuing Diversity 75
Learning Objectives 75
Self-Assessment Exercise 75
Concepts 76
What is diversity? 77
Old versus new 78
How organizations promote diversity 79
Diversity's importance to managers 80
What can the individual manager do? 82
Concept Quiz 85
Behavioral Checklist 85
Effective managers of diversity 85
Modeling Exercise 86
A problematic promotion 86
Group Exercises 89
Group exercise 1: Choosing music 89
Group exercise 2: Motivation in action 90
Group exercise 3: How homogeneous should a diverse group be? 91
Summary Checklist 92
Application Questions 93
Contents 'x
Reinforcement Exercise 93
Action Plan 94
Notes 94
CHAPTER 5: Developing Ethical Guideposts 96
Learning Objectives 96
Self-Assessment Exercise 96
How important are ethics to you? 96
Concepts 97
What is ethics? Why is it important? 97
How strong are our business ethics? 99
Why ethics questions are often tougher than they seem 99
Factors affecting managerial ethics 101
How can organizations encourage ethical behavior? 103
What you as an individual can do 105
Concept Quiz 107
Behavioral Checklist 108
The ethical manager 108
Modeling Exercise 108
Competing ethical criteria 108
Group Exercises 111
Group exercise 1: West Oceans Bank role-play 111
Group exercise 2: Minicases 114
Group exercise 3: Anticipating ethical conflict 115
Summary Checklist 116
Application Questions 117
Reinforcement Exercises 117
Action Plan 118
Notes 118
CHAPTER 6: Managing Stress and Time 120
Learning Objectives 120
Self-Assessment Exercise 120
Concepts 121
What is stress? 121
Why is stress management important? 122
What skills are needed to cope with stress? 124
How can awareness of stress symptoms be enhanced? 125
How can stressors be identified? 127
What constructive things can be done to reduce stress? 131
Concept Quiz 140
Behavioral Checklist 140
Modeling Exercise 140
The stress of success role-play 140
Group Exercises 143
Group exercise 1: Case analysis: A hectic day at Alcala Savings
and Loan Association 143
Group exercise 2: Role play: Time management at Dewev,
Cheatum Howe, Inc. 144
Group exercise 3: Relaxation response 148
X Contents
Summary Checklist 148
Application Questions 149
Reinforcement Exercises 149
Action Plan 150
Diagnosing stress and managing it effectively 150
Notes 150
Skills Video: Managing Stress 152
PART III: PLANNING AND CONTROL SKILLS 153
CHAPTER 7: Planning and Goal Setting 153
Learning Objectives 153
Self-Assessment Exercise 153
How well do I plan and set goals? 153
Concepts 155
Planning 155
Goal setting 160
Concept Quiz 166
Behavioral Checklist 167
The effective planner and goal-setter 167
Modeling Exercise 168
Role play: Goal setting for women's basketball 168
Group Exercises 170
Group exercise 1: Case: I can see clearly now 170
Group exercise 2: Role-play: Prioritizing goals for juvenile probation officers 171
Group exercise 3: Goal setting for your instructor 174
Summary Checklist 174
Application Questions 175
Reinforcement Exercises 175
Action Plan 175
Planning your career 175
Notes 176
CHAPTER 8: Evaluating and Controlling Performance 178
Learning Objectives 178
Self-Assessment Exercise 178
Concepts 179
Performance appraisal as a control process 180
Performance appraisal as a means of providing constructive feedback 188
Team performance appraisals 192
Concept Quiz 193
Behavioral Checklist 194
The effective performance appraiser 194
Modeling Exercise 194
Instructor performance appraisal rating form 194
Group Exercises 197
Group exercise 1: Case analysis: Conducting a performance appraisal 197
Group exercise 2: Role-play: A difficult performance appraisal 198
Group exercise 3: Peer review of class members performance 200
Summary Checklist 203
Application Questions 204
Contents XI
Reinforcement Exercises 204
Action Plan 204
Notes 205
CHAPTER 9: Creative Problem Solving 207
Learning Objectives 207
Self-Assessment Exercise 207
How creative are you? 207
Concepts 208
The importance of effective problem solving 208
What are the steps for rational problem solving? 209
When is participation appropriate for decision making? 218
Encouraging creativity 224
Concept Quiz 227
Behavioral Checklist 228
The creative problem solver 228
Modeling Exercise 228
Group Exercises 231
Group exercise 1: Dealing with academic dishonesty case discussion 231
Group exercise 2: Choosing a decision style 232
Group exercise 3: Winter survival exercise 234
Summary Checklist 236
Application Questions 236
Reinforcement Exercises 237
Action Plan 237
Notes 237
Skills Video: Planning 239
PART IV: ORGANIZING SKILLS 241
CHAPTER 10: Designing Work 241
Learning Objectives 241
Self-Assessment Exercise 242
Concepts 242
Why do we design jobs? 242
What makes a job? 244
Looking at the same job differently 246
Designing jobs for maximum performance 247
Working with teams 248
Work schedule options 248
Concept Quiz 249
Behavioral Checklist 250
Effective job designers 250
Modeling Exercise 250
The job design process 250
Modeling exercises observations 252
Group Exercises 254
Group exercise 1: Brainstorming job redesign 254
Group exercise 2: Redesigning assembly-line jobs 255
Group exercise 3: Getting ready to redesign work 257
xii Contents
Summary Checklist 259
Application Questions 259
Reinforcement Exercises 260
Action Plan 262
Notes 262
CHAPTER 11: Identifying and Hiring Employees 263
Learning Objectives 263
Self-Assessment Exercise 263
Concepts 264
Why do I need to know about hiring? 264
The human resources function 265
Recruiting qualified applicants 267
Selecting the best candidate 269
Interviewing techniques 272
Skill guidelines for interviewing candidates 273
Antidiscrimination requirements 274
Job offer, orientation, and training 274
Concept Quiz 275
Behavioral Checklist 276
Effective hiring managers 276
Modeling Exercise 276
The selection process 276
Modeling exercise observations 277
Group Exercises 279
Group exercise 1: Choosing a payroll manager 279
Group exercise 2: Questions for new hires 280
Group exercise 3: Sharpening questions and answers 282
Summary Checklist 282
Application Questions 283
Reinforcement Exercises 283
Action Plan 283
Notes 283
CHAPTER 12: Creating High-Performing Teams 285
Learning Objectives 285
Self-Assessment Exercise 285
Do you have a team mentality? 285
Concepts 286
The importance of creating high-performance teams 287
Characteristics of high-performing teams 288
Designing high-performing teams 290
The five stages of team development 292
Adapting leadership style to facilitate team development 296
Transforming existing work groups into high-performing teams 299
Conducting effective meetings 303
Concept Quiz 307
Behavioral Checklist 308
The effective team builder 308
Modeling Exercise 308
Contents xiii
Group Exercises 310
Group exercise 1: Major product industries case 310
Group exercise 2: My asset base 311
Group exercise 3: Strength acknowledgment 313
Summary Checklist 313
Application Questions 315
Reinforcement Exercises 315
Action Plan 315
Notes 316
CHAPTER 13: Diagnosing and Modifying Organizational Culture 317
Learning Objectives 317
Self-Assessment Exercise 317
Concepts 318
Why culture is so important 319
What constitutes culture? 320
Where does culture come from? 321
The role of subcultures 322
How to read an organization's culture 323
Assessing the individual-to-organization fit 323
Sustaining a culture 324
Changing the culture 325
Concept Quiz 326
Behavioral Checklist 327
An effective manager of organizational culture 327
Modeling Exercise 327
Diagnosing organizational culture 327
Modeling exercise observations 328
Group Exercises 330
Group exercise 1: Maintaining an organizational culture 330
Group exercise 2: Assessing the culture of the college 331
Group exercise 3: Deciding whether you mesh with the culture 332
Group exercise 4: Changing a culture 334
Summary Checklist 335
Application Questions 335
Reinforcement Exercises 336
Action Plan 336
Notes 336
Skills Video: Interviewing Job Candidates 338
PART V: LEADING SKILLS 339
CHAPTER 14: Building a Power Base 339
Learning Objectives 339
Self-Assessment Exercise 339
Concepts 340
What is power? 340
Why is power important? 341
How can power be acquired? 341
Using power to maximize managerial effectiveness 346
xiv Contents
Should you use defensive behaviors to protect your power? 348
Consider the cost-benefit equation 349
Concept Quiz 351
Behavioral Checklist 351
The effective power builder 351
Modeling Exercise 352
Role-play: Power and the truck trading problem 352
Group Exercises 355
Group exercise 1: Case analysis of The Bill and Mary Show 355
Group exercise 2: Role-play: Power plays within Universal Care, Inc. 358
Group exercise 3: Personal power strategies for allocating resources 360
Summary Checklist 361
Application Questions 362
Reinforcement Exercises 362
Action Plan 363
Notes 363
CHAPTER 15: Leading Change 365
Learning Objectives 365
Self-Assessment Exercise 365
Are you ready for leadership? 365
Concepts 366
What distinguishes leadership from management? 367
Leader traits 368
Leader behaviors 369
Transactional versus transformational leadership 373
Identifying targets for change 374
Phases of planned change 376
Managing the planned change process 377
Recognizing resistence to change 379
Overcoming resistance to change 381
Skills for leading change 383
Concept Quiz 385
Behavioral Checklist 386
Effective leaders of change 386
Modeling Exercise 386
What does the leader do now? 386
Group Exercises 389
Group exercise 1: Case study: Troubling leadership issues
in the Panamanian Agency 389
Group exercise 2: Role-play: Dividing up leadership 390
Group exercise 3: Do not topple the tower 392
Summary Checklist 393
Application Questions 394
Reinforcement Exercises 395
Action Plan 395
Notes 395
CHAPTER 16: Motivating Others 397
Learning Objectives 397
Self-Assessment Exercise 397
How do I motivate others? 397
Contents
Concepts 398
What motivates workers to stay on the job? 399
What motivates people to perform well on the job? 400
How do people decide how to behave to satisfy their needs on the job? 403
Methods of motivating employees 407
Concept Quiz 414
Behavioral Checklist 415
The effective motivator 415
Modeling Exercise 415
Reshaping unacceptable behaviors 415
Group Exercises 419
Group exercise 1: Case study: Ralph Henry's motivational crisis 419
Group exercise 2: Role-play: Uncovering motivational valences 420
Group exercise 3: Improving motivation at Lightning Rod Steel 421
Summary Checklist 422
Application Questions 424
Reinforcement Exercises 424
Action Plan 424
Notes 425
CHAPTER 17: Developing Subordinates 427
Learning Objectives 427
Self-Assessment Exercise 427
The best ways to develop subordinates 427
Concepts 428
Determine the best approach for developing subordinates 428
Develop others through delegation 430
Provide meaningful feedback for learning 432
Coaching and counseling 433
Mentor for long-term development 436
Concept Quiz 436
Behavioral Checklist 437
To help others develop 437
Modeling Exercise 437
Building problems in Napa Valley 437
Group Exercises 440
Group exercise 1: Writing Mike off: Confessions of a sales manager 440
Group exercise 2: Helping with a peer problem 441
Group exercise 3: Role-play: Problems everywhere 443
Group exercise 4: Role-play: Why is the camera out of focus? 443
Summary Checklist 444
Application Questions 445
Reinforcement Exercises 446
Action Plan 446
Notes 446
CHAPTER 18: Managing Conflict 447
Learning Objectives 447
Self-Assessment Exercise 447
Xvi Contents
Concepts 449
What is conflict? 449
What are the main sources of conflict? 450
What are the key conflict management skills? 451
Bargaining strategies 457
Guidelines for effective negotiating 459
What about conflict stimulation? 460
How do you manage conflict between groups and departments? 461
Concept Quiz 464
Behavioral Checklist 465
For effective conflict resolution 465
Modeling Exercise 465
Group Exercises 469
Group exercise 1: Deciding how to manage conflicts 469
Group exercise 2: Used car role-play 471
Group exercise 3: The Alligator River conflict 474
Summary Checklist 478
Application Questions 479
Reinforcement Exercises 479
Action Plan 479
Notes 479
Skills Video: Managing Conflict 481
APPENDIX A: Oral Presentation Skills 483
Managing Anxiety 483
Planning and Preparing 484
Delivery of the Presentation 486
Concept Quiz 487
Behavioral Checklist 488
Group Exercise 488
Oral presentations 488
Application Questions 490
Reinforcement Exercises 490
Notes 490
APPENDIX B: Written Communication Skills 491
Content 491
Style 497
Concept Quiz 504
Behavioral Checklist 505
Group Exercise 505
Written presentations 505
Application Questions 506
Reinforcement Exercises 506
Notes 507
Glossary 509
Index 515 |
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| index_date | 2024-07-02T22:33:10Z |
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| isbn | 0139550143 |
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