Developing management skills:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Harlow
Pearson
[2024]
|
| Edition: | Tenth edition, global edition |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references and index |
| Physical Description: | 552 Seiten Illustrationen, Diagramme |
| ISBN: | 9781292457741 |
Staff View
MARC
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| 245 | 1 | 0 | |a Developing management skills |c David A. Whetten ; Kim S. Cameron |
| 250 | |a Tenth edition, global edition | ||
| 264 | 1 | |a Harlow |b Pearson |c [2024] | |
| 264 | 4 | |c © 2024 | |
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| 500 | |a Includes bibliographical references and index | ||
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Record in the Search Index
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Preface [j 19 INTRODUCTION 27 THE CRITICAL ROLE OF MANAGEMENT SKILLS The Importance of Competent Managers 30 The Skills of Effective Managers 31 What Are Management Skills? 33 Improving Management Skills 34 An Approach to Skill Development 34 Leadership and Management 35 Contents of the Book 37 Organization of the Book 39 Diversity and Individual Differences 40 Summary 40 29 SUPPLEMENTARYMATERIAL 41 Diagnostic Survey and Exercises 41 Personal Assessment of Management Skills (PAMS) 41 What Does It Take to Be an Effective Manager? 45 SSS Software In-Basket Exercise 47 SCORING KEY AND COMPARISON DATA 58 Personal Assessment of Management Skills 58 Scoring Key 58 Comparison Data 59 What Does It Take to Be an Effective Manager? 59 SSS Software In-Basket Exercise 59 :;4à;W W äílĽihí [Tļ ț)!1 DEVELOPING SELF-AWARENESS SKILL ASSESSMENT 64 Diagnostic Surveys for Developing Self-Awareness Developing Self-Awareness 64 The Defining Issues Test 64 63 64 7
Cognitive Style Indicator 67 Tolerance ofAmbiguity Scale 68 Core Self-Evaluation Scale (CSES) 69 SKILL LEARNING 70 Key Dimensions of Self-Awareness 70 The Enigma of Self-Awareness 70 The Sensitive Line 71 Understanding and Appreciating Individual Differences Important Areas of Self-Awareness 72 Emotional Intelligence 74 Values and Character Strengths 76 Ethical Decision-Making 81 Cognitive Style 83 Attitudes Toward Change 85 Core Self-Evaluation 87 SUMMARY 72 88 SKILL ANALYSIS 91 Cases Involving Self-Awareness The Case of Heinz 91 Computerized Exam 92 Decision Dilemmas 93 91 SKILL PRACTICE 95 Exercises for Improving Self-Awareness Through Self-Disclosure 95 Shipping the Part 95 Through the Looking Glass 95 Diagnosing Managerial Characteristics 97 An Exercise for Identifying Aspects of Personal Culture: A Learning Plan and Autobiography SKILL APPLICATION 101 Activities for Developing Self-Awareness 101 Suggested Assignments 101 Application Plan and Evaluation 102 SCORING KEYS AND COMPARISON DATA 103 The Defining Issues Test 103 Escaped Prisoner 103 The Doctor’s Dilemma 104 The Newspaper 104 Cognitive Style Indicator 105 Scoring Key 105 Comparison Data 105 Tolerance of Ambiguity Scale 105 Scoring Key 105 Comparison Data 106 Core Self-Evaluation Scale 106 Scoring Key 106 Comparison Data 107 Discussion Regarding the Case of Heinz 107 Discussion Regarding the Shipping the Part Case 108 8 Contents 99
Į ÿ ] MANAGING STRESS AND WELL-BEING SKILL ASSESSMENT 110 Diagnostic Surveys for Managing Stress and Well-Being Managing Stress and Well-Being 110 Social Readjustment Rating Scale ¡10 Social Readjustmen t Rating Scale 112 Sources of Personal Stress 113 Flourishing Scale 114 109 110 SKILL LEARNING 114 Managing Stress and Fostering Well-Being 114 Major Elements of Stress 115 Coping with Stress 116 Managing Stressors 118 Eliminating Stressors 119 Eliminating Time Stressors Through Time Management 119 Eliminating Encounter Stressors Through Community, Contribution, and Emotional Intelligence Eliminating Situational Stressors Through Work Redesign 127 Eliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small Wins 128 Developing Resiliency and Well-Being 130 Life Balance 130 Temporary Stress-Reduction Techniques 135 SUMMARY 124 136 SKILL ANALYSIS 138 Cases Involving Stress Management 138 The Case of the Missing Time 138 Stress and the Millennial Generation 141 SKILL PRACTICE 143 Exercises for Long-Term and Short-Term Stress Management and Well-Being The Small-Wins Strategy 143 Life-Balance Analysis 145 Deep Relaxation 146 Monitoring and Managing Time 148 Generalized Reciprocity 149 143 SKILL APPLICATION 150 Activities for Managing Stress 150 Suggested Assignments 150 Application Plan and Evaluation 151 SCORING KEYS AND COMPARISON DATA Social Readjustment Rating Scale 152 Comparison Data 152 Sources of Personal Stress 152 Flourishing Scale 153 Comparison Data 153 152 Contents 9
իք] SOLVING PROBLEMS ANALYTICALLY AND CREATIVELY SKILLASSESSMENT 156 Diagnostic Surveys for Creative Problem-Solving 156 Problem-Solving, Creativity, and Innovation 156 Solving Problems Analytically and Creatively 156 How Creative Are You?® 156 Innovative Attitude Scale 158 Creative Style Assessment 159 SKILL LEARNING 161 Problem-Solving, Creativity, and Innovation 161 Steps in Analytical Problem-Solving 161 Defining the Problem 161 Generating Alternatives 162 Evaluating Alternatives 163 Implementing the Solution 163 Limitations of the Analytical Problem-Solving Model 164 Impediments to Creative Problem-Solving 164 Multiple Approaches to Creativity 165 Conceptual Blocks 168 Percy Spencer’s Magnetron 169 Spence Silver’s Glue 170 The Four Types of Conceptual Blocks 170 Review of Conceptual Blocks 178 Conceptual Blockbusting 178 Stages in Creative Thought 178 Methods for Improving Problem Definition 179 Ways to Generate More Alternatives 183 International Caveats 186 Hints for Applying Problem-Solving Techniques 187 Fostering Creativity in Others 187 Management Principles 187 SUMMARY 191 SKILL ANALYSIS 193 Cases Involving Problem-Solving Chip and Bin 193 Creativity at Apple 196 193 SKILL PRACTICE 198 Exercises for Applying Conceptual Blockbusting 19 8 Individual Assignment-Analytical Problem-Solving (10 minutes) 198 Team Assignment—Creative Problem-Solving (20 minutes) 199 Moving Up in the Rankings 200 Elijah Gold and His Restaurant 201 Creative Problem-Solving Practice 204 SKILL APPLICATION 205 Activities for Solving Problems Creatively 205 Suggested Assignments 205
Application Plan and Evaluation 205 10 Contents 155
SCORING KEYS AND COMPARISON DATA 206 How Creative Are You?® 206 Scoring Key 206 Comparison Data 208 Innovative Attitude Scale 208 Comparison Data 208 Creative Style Assessment 208 Scoring Key 208 Comparison Data 208 ^ļ ĮІН 1 BUILDING RELATIONSHIPS BY COMMUNICATING SUPPORTIVELY 211 SKILL ASSESSMENT 212 Diagnostic Surveys for Supportive Communication SKILL LEARNING 212 212 Building Positive Interpersonal Relationships 212 High-Quality Connections 213 The Key 214 The Importance of Effective Communication 214 Communication Problems 215 What Is Supportive Communication? 215 Coaching and Counseling 217 Defensiveness and Disconflrmation 218 Principles of Supportive Communication 219 Supportive Communication Is Based on Congruence, Not Incongruence 219 Supportive Communication Is Descriptive, Not Evaluative 220 Supportive Communication Is Problem-Oriented, Not Person-Oriented 222 Supportive Communication Is Validates Rather Than Invalidates Individuals 223 Supportive Communication Is Specific (Useful), Not Global (Nonuseful) 225 Supportive Communication Is Conjunctive, Not Disjunctive 226 Supportive Communication Is Owned, Not Disowned 226 Supportive Communication Requires Supportive Listening, Not One-Way Message Delivery 227 The Personal Management Interview 232 International Caveats 235 SUMMARY 235 SKILL ANALYSIS 237 Cases Involving Building Positive Relationships Find Somebody Else 237 Rejected Plans 238 SKILL PRACTICE 237 240 Exercises for Diagnosing Communication Problems and Fostering Understanding United Chemical Company 240 Byron vs. Thomas 242 Active Listening Exercise
244 240 Contents 11
SKILL APPLICATION 246 Activities for Communicating Supportively Suggested Assignments 24ò Application Plan and Evaluation 247 24ó SCORING KEYS AND COMPARISON DATA 248 įėj GAINING POWER AND INFLUENCE SKILL ASSESSMENT SKILL LEARNING 249 250 250 Building a Strong Power Base and Using Influence Wisely 250 Gaining Power: Polarized Perspectives 251 Opportunities for Gaining Power 254 Sources of Personal Power 254 Sources of Positional Power 259 Transforming Power into Influence 263 Influence Strategies: The Three Rs 263 The Pros and Cons of Each Strategy 265 Exercising Upward Influence Utilizing The Reason Strategy 267 Acting Assertively: Neutralizing Influence Attempts 269 The Special Case of Sexual Harassment 271 SUMMARY 271 SKILL ANALYSIS 275 Case Involving Power and Influence 275 Dynica Software Solutions 275 SKILL PRACTICE 276 Exercise for Gaining Power 276 Repairing Power Failures In Management Circuits 276 Exercise for Using Influence Effectively 277 Kalina Ivanov’s Proposal 278 Exercises for Neutralizing Unwanted Influence Attempts 278 Cindy’s Fast Foods 279 9:00 to 7:30 280 SKILL APPLICATION 281 Activities for Gaining Power and Influence Suggested Assignments 281 Application Plan and Evaluation 282 281 SCORING KEYS AND COMPARISON DATA 283 Щ MOTIVATING PERFORMANCE 285 SKILL ASSESSMENT SKILL LEARNING 286 286 Increasing Motivation and Performance 286 Understanding the Prerequisites for Successful Task Performance 12 Contents 287
Fostering High Performance 288 Strengthen the Motivation —» Performance Link 289 Expectations and Goals 289 Ability 291 Strengthen the Performance —» Outcomes Link 293 Extrinsic Reinforcement 294 Intrinsic Reinforcement 299 Strengthen the Outcomes — Satisfaction Link 303 Human Needs 303 Reward Salience 304 Reward Equity 306 Diagnosing and Correcting the Causes of Unacceptable Performance Diagnostic Framework 307 Benefits of the EA-M Approach 308 SUMMARY 307 309 SKILL ANALYSIS 312 Case Involving Motivation Problems Electro Logic 312 312 SKILL PRACTICE 319 Exercises for Diagnosing Work Performance Problems Joe Chaney 319 Motivating Performance Assessment 320 Exercise for Assessing Job Characteristics 321 Job Diagnostic Survey 321 319 SKILL APPLICATION 324 Activities for Motivating Performance 324 Suggested Assignments 324 Application Plan and Evaluation 325 SCORING KEYS AND COMPARISON DATA Motivating Performance Assessment 327 Scoring Key 327 Job Diagnostic Survey 328 Scoring Key 328 326 Щ NEGOTIATING AND RESOLVING CONFLICT 331 SKILL ASSESSMENT 332 SKILL LEARNING 332 The Pervasiveness of Organizational Conflict 332 Negotiating Effectively 333 Types of Negotiation 333 The Basics ofNegotiation 334 Keys to Effective Integrative Negotiation 335 Resolving Conflicts Successfully 337 Understanding Different Types of Conflict 337 Selecting an Appropriate Conflict Management Approach Selection Criteria 343 Personal Preferences 343 Situational Factors 344 341 Contents 13
Using Collaboration to Resolve People-Focused Confrontations 345 Initiator 34Ó Responder 349 Mediator 351 All Roles 354 SUMMARY 354 SKILL ANALYSIS 358 Case Involving Interpersonal Conflict 358 Educational Pension Investments 358 SKILL PRACTICE 362 Exercise for Negotiating 362 A Home by the Sea 362 Negotiation Planning Document 364 Exercises for Diagnosing Types of Conflict 365 S5S Software Management Problems 365 Exercises for Selecting an Appropriate Conflict Management Strategy The Red Cow Grill 374 Avocado Computers 375 Phelps Inc. 375 Exercises for Resolving People-Focused Conflict 376 Sabrina Moffatt 376 Can Larry Fit In ? 380 Meeting at Hartford Manufacturing Company 381 374 SKILL APPLICATION 387 Activities for Resolving Conflict 387 Suggested Assignments 387 Application Plan and Evaluation 389 SCORING KEYS AND COMPARISON DATA 392 ĮMHSgHBBHBĮ-- -—~-- :------ - -- --|||щ|111_^ [¿y] EMPOWERING AND ENGAGING OTHERS SKILL ASSESSMENT 396 SKILL LEARNING 396 Empowering and Engaging Others 396 The Meaning of Empowerment 397 Dimensions of Empowerment 398 Self-Efficacy 398 Self-Determination 399 Personal Consequence 399 Meaning 400 Trust 400 Review of Empowerment Dimensions 14 Contents 401 395
How to Develop Empowerment 402 A Clear Goal 402 Fostering Personal Mastery Experiences 403 Modeling 403 Providing Support 403 Emotional Arousal 404 Providing Information 404 Providing Resources 405 Connecting to Outcomes 405 Creating Confidence 406 Review of Empowerment Principles 407 Inhibitors to Empowerment 409 Attitudes about Subordinates 409 Personal Insecurities 409 Needfor Control 409 Overcoming Inhibitors 410 Fostering Engagement 410 Deciding When to Engage Others 411 Deciding Whom to Engage 412 Deciding How to Engage Others 413 Review of Engagement Principles 415 International Caveats 415 SUMMARY 416 SKILL ANALYSIS 418 Cases Involving Empowerment and Engagement Minding the Store 418 Changing the Portfolio 419 SKILL PRACTICE 420 Exercises for Empowerment 420 Executive Development Associates Empowering Ourselves 424 Deciding to Engage Others 425 418 420 SKILL APPLICATION 426 Activities for Empowerment and Engagement Suggested Assignments 426 Application Plan and Evaluation 427 SCORING KEYS AND COMPARISON DATA 426 428 IT] BUILDING EFFECTIVE TEAMS AND TEAMWORK 429 SKILL ASSESSMENT 430 Diagnostic Surveys for Building Effective Teams 430 Team Development Behaviors 430 Building Effective Teams and Teamwork 430 Diagnosing the Need for Team Building 430 SKILL LEARNING 431 The Advantages of Teams 431 An Example of an Effective Team 435 Contents 15
Team Development 435 The Forming Stage 436 The Norming Stage 437 The Storming Stage 43Q The Performing Stage 441 Leading Teams 444 Developing Credibility 444 Establish SMART Goals and Everest Goals International Caveats 448 Team Membership 449 Advantageous Roles 446 Unproductive Roles 452 Providing Feedback 453 International Caveats 454 SUMMARY 446 454 SKILL ANALYSIS 455 Cases Involving Building Effective Teams Losing to a Weaker Foe 455 The Cash Register Incident 457 SKILL PRACTICE 455 459 Exercises in Building Effective Teams 459 Leadership Roles in Teams 459 Team Diagnosis and Team Development Exercise Winning the Warfor Talent 461 Team Performance Exercise 463 SKILL APPLICATION 459 465 Activities for Building Effective Teams 465 Suggested Assignments 465 Application Plan and Evaluation 465 SCORING KEYS AND COMPARISON DATA 466 Diagnosing the Need for Team Building 466 Comparison Data 466 Leadership Roles in Teams (Examples of Correct Answers) tø LEADING POSITIVE CHANGE SKILL ASSESSMENT 470 Diagnostic Surveys for Leading Positive Change Leading Positive Change 470 Reflected Best-SelfFeedback 470 SKILL LEARNING 472 Ubiquitous and Escalating Change 473 The Need for Frameworks 473 A Framework for Leading Positive Change 475 Establishing a Climate of Positivity 478 Creating Readiness for Change 482 Articulating a Vision ofAbundance 485 16 Contents 470 469 467
488 Generating Commitment to the Vision Fostering Sustainability 490 SUMMARY 494 SKILL ANALYSIS 496 Cases Involving Leading Positive Change 496 Corporate Vision Statements 496 Jim Mallozzi: Implementing Positive Change in Prudential Real Estate and Relocation 501 SKILL PRACTICE 504 Exercises in Leading Positive Change 504 Reflected Best-Self Portrait 504 Positive Organizational Diagnosis Exercise 505 A Positive Change Agenda 506 SKILL APPLICATION 507 Activities for Leading Positive Change 507 Suggested Assignments 507 Application Plan and Evaluation 508 SCORING KEYS AND COMPARISON DATA Reflected Best-Self Feedback™ Exercise 509 APPENDIX I GLOSSARY 511 APPENDIX II REFERENCES INDEX 509 521 545 Contents 17 |
| adam_txt |
Preface [j 19 INTRODUCTION 27 THE CRITICAL ROLE OF MANAGEMENT SKILLS The Importance of Competent Managers 30 The Skills of Effective Managers 31 What Are Management Skills? 33 Improving Management Skills 34 An Approach to Skill Development 34 Leadership and Management 35 Contents of the Book 37 Organization of the Book 39 Diversity and Individual Differences 40 Summary 40 29 SUPPLEMENTARYMATERIAL 41 Diagnostic Survey and Exercises 41 Personal Assessment of Management Skills (PAMS) 41 What Does It Take to Be an Effective Manager? 45 SSS Software In-Basket Exercise 47 SCORING KEY AND COMPARISON DATA 58 Personal Assessment of Management Skills 58 Scoring Key 58 Comparison Data 59 What Does It Take to Be an Effective Manager? 59 SSS Software In-Basket Exercise 59 :;4à;W W äílĽihí [Tļ ț)!1 DEVELOPING SELF-AWARENESS SKILL ASSESSMENT 64 Diagnostic Surveys for Developing Self-Awareness Developing Self-Awareness 64 The Defining Issues Test 64 63 64 7
Cognitive Style Indicator 67 Tolerance ofAmbiguity Scale 68 Core Self-Evaluation Scale (CSES) 69 SKILL LEARNING 70 Key Dimensions of Self-Awareness 70 The Enigma of Self-Awareness 70 The Sensitive Line 71 Understanding and Appreciating Individual Differences Important Areas of Self-Awareness 72 Emotional Intelligence 74 Values and Character Strengths 76 Ethical Decision-Making 81 Cognitive Style 83 Attitudes Toward Change 85 Core Self-Evaluation 87 SUMMARY 72 88 SKILL ANALYSIS 91 Cases Involving Self-Awareness The Case of Heinz 91 Computerized Exam 92 Decision Dilemmas 93 91 SKILL PRACTICE 95 Exercises for Improving Self-Awareness Through Self-Disclosure 95 Shipping the Part 95 Through the Looking Glass 95 Diagnosing Managerial Characteristics 97 An Exercise for Identifying Aspects of Personal Culture: A Learning Plan and Autobiography SKILL APPLICATION 101 Activities for Developing Self-Awareness 101 Suggested Assignments 101 Application Plan and Evaluation 102 SCORING KEYS AND COMPARISON DATA 103 The Defining Issues Test 103 Escaped Prisoner 103 The Doctor’s Dilemma 104 The Newspaper 104 Cognitive Style Indicator 105 Scoring Key 105 Comparison Data 105 Tolerance of Ambiguity Scale 105 Scoring Key 105 Comparison Data 106 Core Self-Evaluation Scale 106 Scoring Key 106 Comparison Data 107 Discussion Regarding the Case of Heinz 107 Discussion Regarding the Shipping the Part Case 108 8 Contents 99
Į ÿ ] MANAGING STRESS AND WELL-BEING SKILL ASSESSMENT 110 Diagnostic Surveys for Managing Stress and Well-Being Managing Stress and Well-Being 110 Social Readjustment Rating Scale ¡10 Social Readjustmen t Rating Scale 112 Sources of Personal Stress 113 Flourishing Scale 114 109 110 SKILL LEARNING 114 Managing Stress and Fostering Well-Being 114 Major Elements of Stress 115 Coping with Stress 116 Managing Stressors 118 Eliminating Stressors 119 Eliminating Time Stressors Through Time Management 119 Eliminating Encounter Stressors Through Community, Contribution, and Emotional Intelligence Eliminating Situational Stressors Through Work Redesign 127 Eliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small Wins 128 Developing Resiliency and Well-Being 130 Life Balance 130 Temporary Stress-Reduction Techniques 135 SUMMARY 124 136 SKILL ANALYSIS 138 Cases Involving Stress Management 138 The Case of the Missing Time 138 Stress and the Millennial Generation 141 SKILL PRACTICE 143 Exercises for Long-Term and Short-Term Stress Management and Well-Being The Small-Wins Strategy 143 Life-Balance Analysis 145 Deep Relaxation 146 Monitoring and Managing Time 148 Generalized Reciprocity 149 143 SKILL APPLICATION 150 Activities for Managing Stress 150 Suggested Assignments 150 Application Plan and Evaluation 151 SCORING KEYS AND COMPARISON DATA Social Readjustment Rating Scale 152 Comparison Data 152 Sources of Personal Stress 152 Flourishing Scale 153 Comparison Data 153 152 Contents 9
իք] SOLVING PROBLEMS ANALYTICALLY AND CREATIVELY SKILLASSESSMENT 156 Diagnostic Surveys for Creative Problem-Solving 156 Problem-Solving, Creativity, and Innovation 156 Solving Problems Analytically and Creatively 156 How Creative Are You?® 156 Innovative Attitude Scale 158 Creative Style Assessment 159 SKILL LEARNING 161 Problem-Solving, Creativity, and Innovation 161 Steps in Analytical Problem-Solving 161 Defining the Problem 161 Generating Alternatives 162 Evaluating Alternatives 163 Implementing the Solution 163 Limitations of the Analytical Problem-Solving Model 164 Impediments to Creative Problem-Solving 164 Multiple Approaches to Creativity 165 Conceptual Blocks 168 Percy Spencer’s Magnetron 169 Spence Silver’s Glue 170 The Four Types of Conceptual Blocks 170 Review of Conceptual Blocks 178 Conceptual Blockbusting 178 Stages in Creative Thought 178 Methods for Improving Problem Definition 179 Ways to Generate More Alternatives 183 International Caveats 186 Hints for Applying Problem-Solving Techniques 187 Fostering Creativity in Others 187 Management Principles 187 SUMMARY 191 SKILL ANALYSIS 193 Cases Involving Problem-Solving Chip and Bin 193 Creativity at Apple 196 193 SKILL PRACTICE 198 Exercises for Applying Conceptual Blockbusting 19 8 Individual Assignment-Analytical Problem-Solving (10 minutes) 198 Team Assignment—Creative Problem-Solving (20 minutes) 199 Moving Up in the Rankings 200 Elijah Gold and His Restaurant 201 Creative Problem-Solving Practice 204 SKILL APPLICATION 205 Activities for Solving Problems Creatively 205 Suggested Assignments 205
Application Plan and Evaluation 205 10 Contents 155
SCORING KEYS AND COMPARISON DATA 206 How Creative Are You?® 206 Scoring Key 206 Comparison Data 208 Innovative Attitude Scale 208 Comparison Data 208 Creative Style Assessment 208 Scoring Key 208 Comparison Data 208 ^ļ ĮІН 1 BUILDING RELATIONSHIPS BY COMMUNICATING SUPPORTIVELY 211 SKILL ASSESSMENT 212 Diagnostic Surveys for Supportive Communication SKILL LEARNING 212 212 Building Positive Interpersonal Relationships 212 High-Quality Connections 213 The Key 214 The Importance of Effective Communication 214 Communication Problems 215 What Is Supportive Communication? 215 Coaching and Counseling 217 Defensiveness and Disconflrmation 218 Principles of Supportive Communication 219 Supportive Communication Is Based on Congruence, Not Incongruence 219 Supportive Communication Is Descriptive, Not Evaluative 220 Supportive Communication Is Problem-Oriented, Not Person-Oriented 222 Supportive Communication Is Validates Rather Than Invalidates Individuals 223 Supportive Communication Is Specific (Useful), Not Global (Nonuseful) 225 Supportive Communication Is Conjunctive, Not Disjunctive 226 Supportive Communication Is Owned, Not Disowned 226 Supportive Communication Requires Supportive Listening, Not One-Way Message Delivery 227 The Personal Management Interview 232 International Caveats 235 SUMMARY 235 SKILL ANALYSIS 237 Cases Involving Building Positive Relationships Find Somebody Else 237 Rejected Plans 238 SKILL PRACTICE 237 240 Exercises for Diagnosing Communication Problems and Fostering Understanding United Chemical Company 240 Byron vs. Thomas 242 Active Listening Exercise
244 240 Contents 11
SKILL APPLICATION 246 Activities for Communicating Supportively Suggested Assignments 24ò Application Plan and Evaluation 247 24ó SCORING KEYS AND COMPARISON DATA 248 įėj GAINING POWER AND INFLUENCE SKILL ASSESSMENT SKILL LEARNING 249 250 250 Building a Strong Power Base and Using Influence Wisely 250 Gaining Power: Polarized Perspectives 251 Opportunities for Gaining Power 254 Sources of Personal Power 254 Sources of Positional Power 259 Transforming Power into Influence 263 Influence Strategies: The Three Rs 263 The Pros and Cons of Each Strategy 265 Exercising Upward Influence Utilizing The Reason Strategy 267 Acting Assertively: Neutralizing Influence Attempts 269 The Special Case of Sexual Harassment 271 SUMMARY 271 SKILL ANALYSIS 275 Case Involving Power and Influence 275 Dynica Software Solutions 275 SKILL PRACTICE 276 Exercise for Gaining Power 276 Repairing Power Failures In Management Circuits 276 Exercise for Using Influence Effectively 277 Kalina Ivanov’s Proposal 278 Exercises for Neutralizing Unwanted Influence Attempts 278 Cindy’s Fast Foods 279 9:00 to 7:30 280 SKILL APPLICATION 281 Activities for Gaining Power and Influence Suggested Assignments 281 Application Plan and Evaluation 282 281 SCORING KEYS AND COMPARISON DATA 283 Щ MOTIVATING PERFORMANCE 285 SKILL ASSESSMENT SKILL LEARNING 286 286 Increasing Motivation and Performance 286 Understanding the Prerequisites for Successful Task Performance 12 Contents 287
Fostering High Performance 288 Strengthen the Motivation —» Performance Link 289 Expectations and Goals 289 Ability 291 Strengthen the Performance —» Outcomes Link 293 Extrinsic Reinforcement 294 Intrinsic Reinforcement 299 Strengthen the Outcomes — Satisfaction Link 303 Human Needs 303 Reward Salience 304 Reward Equity 306 Diagnosing and Correcting the Causes of Unacceptable Performance Diagnostic Framework 307 Benefits of the EA-M Approach 308 SUMMARY 307 309 SKILL ANALYSIS 312 Case Involving Motivation Problems Electro Logic 312 312 SKILL PRACTICE 319 Exercises for Diagnosing Work Performance Problems Joe Chaney 319 Motivating Performance Assessment 320 Exercise for Assessing Job Characteristics 321 Job Diagnostic Survey 321 319 SKILL APPLICATION 324 Activities for Motivating Performance 324 Suggested Assignments 324 Application Plan and Evaluation 325 SCORING KEYS AND COMPARISON DATA Motivating Performance Assessment 327 Scoring Key 327 Job Diagnostic Survey 328 Scoring Key 328 326 Щ NEGOTIATING AND RESOLVING CONFLICT 331 SKILL ASSESSMENT 332 SKILL LEARNING 332 The Pervasiveness of Organizational Conflict 332 Negotiating Effectively 333 Types of Negotiation 333 The Basics ofNegotiation 334 Keys to Effective Integrative Negotiation 335 Resolving Conflicts Successfully 337 Understanding Different Types of Conflict 337 Selecting an Appropriate Conflict Management Approach Selection Criteria 343 Personal Preferences 343 Situational Factors 344 341 Contents 13
Using Collaboration to Resolve People-Focused Confrontations 345 Initiator 34Ó Responder 349 Mediator 351 All Roles 354 SUMMARY 354 SKILL ANALYSIS 358 Case Involving Interpersonal Conflict 358 Educational Pension Investments 358 SKILL PRACTICE 362 Exercise for Negotiating 362 A Home by the Sea 362 Negotiation Planning Document 364 Exercises for Diagnosing Types of Conflict 365 S5S Software Management Problems 365 Exercises for Selecting an Appropriate Conflict Management Strategy The Red Cow Grill 374 Avocado Computers 375 Phelps Inc. 375 Exercises for Resolving People-Focused Conflict 376 Sabrina Moffatt 376 Can Larry Fit In ? 380 Meeting at Hartford Manufacturing Company 381 374 SKILL APPLICATION 387 Activities for Resolving Conflict 387 Suggested Assignments 387 Application Plan and Evaluation 389 SCORING KEYS AND COMPARISON DATA 392 ĮMHSgHBBHBĮ-- -—~-- :------ - -- --|||щ|111_^ [¿y] EMPOWERING AND ENGAGING OTHERS SKILL ASSESSMENT 396 SKILL LEARNING 396 Empowering and Engaging Others 396 The Meaning of Empowerment 397 Dimensions of Empowerment 398 Self-Efficacy 398 Self-Determination 399 Personal Consequence 399 Meaning 400 Trust 400 Review of Empowerment Dimensions 14 Contents 401 395
How to Develop Empowerment 402 A Clear Goal 402 Fostering Personal Mastery Experiences 403 Modeling 403 Providing Support 403 Emotional Arousal 404 Providing Information 404 Providing Resources 405 Connecting to Outcomes 405 Creating Confidence 406 Review of Empowerment Principles 407 Inhibitors to Empowerment 409 Attitudes about Subordinates 409 Personal Insecurities 409 Needfor Control 409 Overcoming Inhibitors 410 Fostering Engagement 410 Deciding When to Engage Others 411 Deciding Whom to Engage 412 Deciding How to Engage Others 413 Review of Engagement Principles 415 International Caveats 415 SUMMARY 416 SKILL ANALYSIS 418 Cases Involving Empowerment and Engagement Minding the Store 418 Changing the Portfolio 419 SKILL PRACTICE 420 Exercises for Empowerment 420 Executive Development Associates Empowering Ourselves 424 Deciding to Engage Others 425 418 420 SKILL APPLICATION 426 Activities for Empowerment and Engagement Suggested Assignments 426 Application Plan and Evaluation 427 SCORING KEYS AND COMPARISON DATA 426 428 IT] BUILDING EFFECTIVE TEAMS AND TEAMWORK 429 SKILL ASSESSMENT 430 Diagnostic Surveys for Building Effective Teams 430 Team Development Behaviors 430 Building Effective Teams and Teamwork 430 Diagnosing the Need for Team Building 430 SKILL LEARNING 431 The Advantages of Teams 431 An Example of an Effective Team 435 Contents 15
Team Development 435 The Forming Stage 436 The Norming Stage 437 The Storming Stage 43Q The Performing Stage 441 Leading Teams 444 Developing Credibility 444 Establish SMART Goals and Everest Goals International Caveats 448 Team Membership 449 Advantageous Roles 446 Unproductive Roles 452 Providing Feedback 453 International Caveats 454 SUMMARY 446 454 SKILL ANALYSIS 455 Cases Involving Building Effective Teams Losing to a Weaker Foe 455 The Cash Register Incident 457 SKILL PRACTICE 455 459 Exercises in Building Effective Teams 459 Leadership Roles in Teams 459 Team Diagnosis and Team Development Exercise Winning the Warfor Talent 461 Team Performance Exercise 463 SKILL APPLICATION 459 465 Activities for Building Effective Teams 465 Suggested Assignments 465 Application Plan and Evaluation 465 SCORING KEYS AND COMPARISON DATA 466 Diagnosing the Need for Team Building 466 Comparison Data 466 Leadership Roles in Teams (Examples of Correct Answers) tø LEADING POSITIVE CHANGE SKILL ASSESSMENT 470 Diagnostic Surveys for Leading Positive Change Leading Positive Change 470 Reflected Best-SelfFeedback 470 SKILL LEARNING 472 Ubiquitous and Escalating Change 473 The Need for Frameworks 473 A Framework for Leading Positive Change 475 Establishing a Climate of Positivity 478 Creating Readiness for Change 482 Articulating a Vision ofAbundance 485 16 Contents 470 469 467
488 Generating Commitment to the Vision Fostering Sustainability 490 SUMMARY 494 SKILL ANALYSIS 496 Cases Involving Leading Positive Change 496 Corporate Vision Statements 496 Jim Mallozzi: Implementing Positive Change in Prudential Real Estate and Relocation 501 SKILL PRACTICE 504 Exercises in Leading Positive Change 504 Reflected Best-Self Portrait 504 Positive Organizational Diagnosis Exercise 505 A Positive Change Agenda 506 SKILL APPLICATION 507 Activities for Leading Positive Change 507 Suggested Assignments 507 Application Plan and Evaluation 508 SCORING KEYS AND COMPARISON DATA Reflected Best-Self Feedback™ Exercise 509 APPENDIX I GLOSSARY 511 APPENDIX II REFERENCES INDEX 509 521 545 Contents 17 |
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| author | Whetten, David A. 1946- Cameron, Kim S. 1946- |
| author_GND | (DE-588)170414396 (DE-588)170187330 |
| author_facet | Whetten, David A. 1946- Cameron, Kim S. 1946- |
| author_role | aut aut |
| author_sort | Whetten, David A. 1946- |
| author_variant | d a w da daw k s c ks ksc |
| building | Verbundindex |
| bvnumber | BV048687657 |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.4 |
| callnumber-search | HD30.4 |
| callnumber-sort | HD 230.4 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 300 QP 371 |
| ctrlnum | (OCoLC)1371323221 (DE-599)BVBBV048687657 |
| dewey-full | 658.40071/173 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.40071/173 |
| dewey-search | 658.40071/173 |
| dewey-sort | 3658.40071 3173 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | Tenth edition, global edition |
| format | Book |
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| id | DE-604.BV048687657 |
| illustrated | Illustrated |
| index_date | 2024-07-03T21:26:49Z |
| indexdate | 2024-10-04T12:00:40Z |
| institution | BVB |
| isbn | 9781292457741 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034061906 |
| oclc_num | 1371323221 |
| open_access_boolean | |
| owner | DE-739 DE-1102 DE-473 DE-BY-UBG DE-1050 DE-898 DE-BY-UBR DE-N2 |
| owner_facet | DE-739 DE-1102 DE-473 DE-BY-UBG DE-1050 DE-898 DE-BY-UBR DE-N2 |
| physical | 552 Seiten Illustrationen, Diagramme |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Pearson |
| record_format | marc |
| spelling | Whetten, David A. 1946- Verfasser (DE-588)170414396 aut Developing management skills David A. Whetten ; Kim S. Cameron Tenth edition, global edition Harlow Pearson [2024] © 2024 552 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Management Study and teaching Management Problems, exercises, etc Management (DE-588)4037278-9 gnd rswk-swf Führungskraft (DE-588)4071497-4 gnd rswk-swf Führungskräfteentwicklung (DE-588)4196324-6 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Schulung (DE-588)4136792-3 gnd rswk-swf Managementschule (DE-588)4222923-6 gnd rswk-swf Führungseigenschaft (DE-588)4155573-9 gnd rswk-swf Management (DE-588)4037278-9 s Führung (DE-588)4018776-7 s DE-604 Managementschule (DE-588)4222923-6 s Führungskräfteentwicklung (DE-588)4196324-6 s Führungseigenschaft (DE-588)4155573-9 s Führungskraft (DE-588)4071497-4 s Schulung (DE-588)4136792-3 s 1\p DE-604 Cameron, Kim S. 1946- Verfasser (DE-588)170187330 aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034061906&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Whetten, David A. 1946- Cameron, Kim S. 1946- Developing management skills Management Study and teaching Management Problems, exercises, etc Management (DE-588)4037278-9 gnd Führungskraft (DE-588)4071497-4 gnd Führungskräfteentwicklung (DE-588)4196324-6 gnd Führung (DE-588)4018776-7 gnd Schulung (DE-588)4136792-3 gnd Managementschule (DE-588)4222923-6 gnd Führungseigenschaft (DE-588)4155573-9 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4071497-4 (DE-588)4196324-6 (DE-588)4018776-7 (DE-588)4136792-3 (DE-588)4222923-6 (DE-588)4155573-9 |
| title | Developing management skills |
| title_auth | Developing management skills |
| title_exact_search | Developing management skills |
| title_exact_search_txtP | Developing management skills |
| title_full | Developing management skills David A. Whetten ; Kim S. Cameron |
| title_fullStr | Developing management skills David A. Whetten ; Kim S. Cameron |
| title_full_unstemmed | Developing management skills David A. Whetten ; Kim S. Cameron |
| title_short | Developing management skills |
| title_sort | developing management skills |
| topic | Management Study and teaching Management Problems, exercises, etc Management (DE-588)4037278-9 gnd Führungskraft (DE-588)4071497-4 gnd Führungskräfteentwicklung (DE-588)4196324-6 gnd Führung (DE-588)4018776-7 gnd Schulung (DE-588)4136792-3 gnd Managementschule (DE-588)4222923-6 gnd Führungseigenschaft (DE-588)4155573-9 gnd |
| topic_facet | Management Study and teaching Management Problems, exercises, etc Management Führungskraft Führungskräfteentwicklung Führung Schulung Managementschule Führungseigenschaft |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034061906&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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