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Becoming a Master Manager
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PREFACE iii INTRODUCTION The Competing Values Approach to Management 1 The Evolution of Management Models 2 Early Twentieth Century: The Emergence of the Rational Goal Model and the Internal Process Model 3 Early to Mid-Twentieth Century: The Emergence of the Human Relations Model 6 Late to Mid-Twentieth Century: The Emergence of the Open Systems Model 7 Late Twentieth Century: The Emergence of Complexity and Integrative Assumptions 9 Early Twenty-First Century: Paradox, Connectivity, and Sustainability 11 The Competing Values Framework 12 Integrating Ideas about Effectiveness 12 The Use of Opposing Models 14 Behavioral Complexity and the Effectiveness of Managerial Leaders 15 Action Imperatives and Competencies for Managers 17 Organizing the Learning Process?ALAPA 20 Core Competency: Thinking Critically 22 Assessment: Going Public with Your Reasoning 22 Learning: Thinking Critically 22 Analysis: Argument Mapping 27 Practice: Providing Warrants 29 Application: Reflected Best-Self Portrait 29 Recap and Precourse Assessment 30 MODULE 1 Creating and Sustaining Commitment and Cohesion 33 Understanding Self and Others 35 Assessment 1: Anchors and Oars 35 Assessment 2: Develop Positive Habits 36 Learning: Understanding Self and Others 37 Analysis: Use the Johari Window to Analyze Behavior 45 Practice: How to Receive Feedback 45 Application: Solicit Feedback 46 Communicating Honestly and Effectively 47 Assessment: Communication Skills 47 Learning: Communicating Honestly and Effectively 48 Analysis: Using the Left-Hand Column to Develop Your Communication Skills 55 Practice: Using Reflective Listening to Move Thoughts and Feelings to the Right-Hand Column: The Case of Stacy Brock and Terry Lord 56 Application: Developing Your Reflective Listening Skills 57 Mentoring and Developing Others 58 Assessment: Assumptions about Performance Evaluations 58 Learning: Mentoring and Developing Others 59 Analysis: United Chemical Company 67 Practice: What Would You Include in the Performance Evaluation? 69 Application: Developing Your Capacity to Develop Others 70 Managing Groups and Leading Teams 70 Assessment: Are You a Team Player? 70 Learning: Managing Groups and Leading Teams 72 Analysis: Stay-Alive Inc. 85 Practice: Ethics Task Force 86 Application: Team-Building Action Plan 87 Managing and Encouraging Constructive Conflict 88 Assessment: How Do You Handle Conflict? 88 Learning: Managing and Encouraging Constructive Conflict 90 Analysis: Zack?s Electrical Parts 100 Practice: Win as Much as You Can 101 Application: Managing Your Own Conflicts 102 MODULE 2 Establishing and Maintaining Stability and Continuity 108 Organizing Information Flows 109 Assessment: Identifying Data Overload and Information Gaps 109 Learning: Organizing Information Flows 110 Analysis: Deciding What to Do with Data Inflows Using the Traffing Method 117 Practice: Making Messages Clear, Concise, and Complete 118 Application: Directing Your Own Data and Information Traffic 118 Working and Managing Across Functions 119 Assessment: Mapping Your Organization 119 Learning: Working and Managing Across Functions 120 Analysis: Errors in the Design? 126 Practice: Student Orientation 127 Application: Examining a Cross-Functional Team 128 Planning and Coordinating Projects 128 Assessment: Project Planning 128 Learning: Planning and Coordinating Projects 129 Analysis: Planning a Training Course 141 Practice: The Job Fair 143 Application: Managing Your Own Project 143 Measuring and Monitoring Performance and Quality 144 Assessment: Identifying Appropriate Performance Criteria 144 Learning: Measuring and Monitoring Performance and Quality 145 Analysis: Improving Performance in the Health Care Industry 151 Practice: Developing Education Performance Metrics 152 Application: Developing Performance Metrics for Your Job 153 Encouraging and Enabling Compliance 153 Assessment: Reactions to Methods of Encouraging Compliance 153 Learning: Encouraging and Enabling Compliance 154 Analysis: Strategies Used by the United States to Increase Compliance 164 Practice: Moving Compliance Outside the Workplace 164 Application: Your Organization?s Compliance Policies and Practices 165 MODULE 3 Improving Productivity and Increasing Profitability 170 Developing and Communicating a Vision 171 Assessment: How You Develop and Communicate Vision 171 Learning: Developing and Communicating a Vision 172 Analysis: Doug Fecher, Wright-Patt Credit Union 179 Practice: Crafting Your Leadership Story 181 Application: Envisioning Your Career 182 Setting Goals and Objectives 183 Assessment: Identifying Your Personal Goals 183 Learning: Setting Goals and Objectives 183 Analysis: Objectives Don?t Work for Me 191 Practice: Creating an Implementation Plan 193 Application: Evaluating the Use of Goal Setting in Your Organization 194 Motivating Self and Others 194 Assessment: When Are You the Most Motivated and Productive? 194 Learning: Motivating Self and Others 195 Analysis: From Motivated to Demotivated in 60 Seconds 206 Practice: Empowerment and Engagement 208 Application: When Are You and Your Colleagues the Most Motivated and Productive? 210 Designing and Organizing 211 Assessment: Assessing Organizational Culture 211 Learning: Designing and Organizing 212 Analysis: Responding to Environmental Challenges 225 Practice: USPS: Prescribe a Possible Future 226 Application: Understanding the Design of Your Company 226 Managing Execution and Driving for Results 227 Assessment: Your Leadership Task Orientation 227 Learning: Managing Execution and Driving for Results 228 Analysis: Execution and Results in a Crisis Situation 235 Practice: Examining the Impact of a New CEO on Execution and Results 236 Application: Know Your Time 236 MODULE 4 Promoting Change and Encouraging Adaptability 242 Using Power and Influence Ethically and Effectively 243 Assessment: Who Is Powerful? 243 Learning: Using Power Ethically and Effectively 244 Analysis: ?I Hope You Can Help Me Out?: Don Lowell Case Study 253 Practice: The Big Move 254 Application: Building Your Power Base by Changing Your Influence Strategy 256 Championing and Selling New Ideas 256 Assessment: The Presenter?s Touch: You May Have It but Not Know It 256 Learning: Championing and Selling New Ideas 257 Analysis: Applying Communication Tools to Evaluate a Presentation 268 Practice: Improving a Memo Requesting Additional Personnel 269 Application: You Be the Speaker 270 Fueling and Fostering Innovation 271 Assessment: Are You a Creative Thinker? 271 Learning: Fueling and Fostering Innovation 272 Analysis: Creativity and Managerial Style 281 Practice: Encouraging Creative Thinking 281 Application 1: Import an Idea 282 Application 2: New Approaches to the Same Old Problem 283 Negotiating Agreement and Commitment 283 Assessment: How Effective Are You at Negotiating Agreement? 283 Learning: Negotiating Agreement and Commitment 284 Analysis: Your Effectiveness as a Negotiator 290 Practice: Standing on the Firing Line 291 Application: Negotiating at Work 293 Implementing and Sustaining Change 294 Assessment: Changes in My Organization 294 Learning: Implementing and Sustaining Change 294 Analysis: Reorganizing the Legal Division 305 Practice: Understanding Your Own Influence 307 Application: Planning a Change 307 CONCLUSION Integration and the Road to Mastery 312 Assessment: Reexamining Your Personal Competencies 313 Learning: Integration and the Road to Mastery 315 Analysis: Looking for Behavioral Complexity and Lift 327 Practice: Generating Lift to Support a Planned Change 328 Application: Your Strategy for Mastery 328 INDEX 330

About the Author

Robert E. Quinn is the Margaret Elliott Tracy Collegiate Professor in Business Administration & Professor of Management and Organizations at the University of Michigan. He has published many papers and books on management and organization, but Professor Quinn is particularly interested in issues concerning leadership, vision and change. He has an applied orientation and has 25 years of experience in working with executives on issues of organizational change. He has been involved in the design and execution of numerous large-scale change projects. He has worked with a large percentage of the Fortune 500 companies. He teaches in both the MBA and Executive Education Programs at the University of Michigan and is known for innovative instructional efforts. Professor Quinn is also a fellow of the World Business Academy.

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