Becoming a Master Manager: A Competing Values Approach / Edition 4

Becoming a Master Manager: A Competing Values Approach / Edition 4

ISBN-10:
0470050772
ISBN-13:
9780470050774
Pub. Date:
09/01/2006
Publisher:
Wiley

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Overview

Becoming a Master Manager: A Competing Values Approach / Edition 4

Practical strategies for building strong managerial skills!

With the new Fourth Edition of Becoming a Master Manager: A Competency Framework, you can build practical skills in every area of managerial competency––skills you’ll need to thrive in the diverse situations and challenges of the new millennium! The text guides you through eight interactive learning modules covering different leadership roles, including director, producer, mentor, facilitator, coordinator, monitor, innovator, and broker.

Features designed to help you become a master manager:

  • The text’s Competing Values Framework helps you develop new ways of thinking about the competing tensions and demands that are placed on managers.
  • The authors’ unique skills-based approach prepares you for today’s management challenges.
  • A highly effective five-step learning model (assessment, learning, analysis, practice, and application) helps you develop core leadership competencies.
  • Real-world managerial examples illustrate key concepts and offer insight into the roles that managers play in real companies.
  • Coverage of timely topics such as emotional intelligence, mentoring/coaching, and life balance will help you keep pace with today’s rapidly changing workplace.

Product Details

ISBN-13: 9780470050774
Publisher: Wiley
Publication date: 09/01/2006
Edition description: Revised Edition
Pages: 400
Product dimensions: 9.10(w) x 7.40(h) x 0.70(d)

Table of Contents

Chapter 1The Evolution of Management Models: A New Approach1
Learning the Hard Way: The Case of a Limited Model1
Models of Management2
An Evolutionary Perspective3
The Four Models in a Single Framework11
The Use of Opposing Models12
Behavioral Complexity and the Effectiveness of Managerial Leaders14
Becoming a Manager: The Need for New Competencies15
The Eight Roles at Different Organization Levels19
The Negative Zone20
Identifying the Core Competencies22
Organizing the Learning Process24
Conclusions25
Assignment: Preassignment25
Assignment: Familiarizing Yourself with the Competing Values Framework26
References26
Chapter 2The Mentor Role29
Assessment: Anchors and Oars30
Learning: Understanding Self and Others31
Analysis: Using the Johari Window for Understanding Self36
Practice: Practicing Empathy37
Application: Soliciting Feedback37
Assessment: Communication Skills38
Learning: Communicating Effectively38
Analysis: Using the Left-Hand Column to Develop Your Communication Skills45
Practice: Working in the Left-Hand Column45
Application: Developing Your Reflective Listening Skills47
Assessment: Assumptions about Performance Evaluations47
Learning: Developing Employees48
Analysis: United Chemical Company54
Practice: What Would You Include in the Performance Evaluation?55
Application: The Mentor at Work56
References56
Chapter 3The Facilitator Role59
Assessment: Are You a Team Player?60
Learning: Building Teams62
Analysis: Stay-Alive, Inc.74
Practice: "Students as Customers" Task Force74
Application: Team-Building Action Plan76
Assessment: Meeting Evaluation76
Learning: Using Participative Decision Making77
Analysis: Decision by the Group84
Practice: Ethics Task Force84
Application: Meeting Management85
Assessment: How Do You Handle Conflict?86
Learning: Managing Conflict88
Analysis: Zack's Electrical Parts97
Practice: Win as Much as You Can98
Application: Managing Your Own Conflicts99
References100
Integration 1The Mentor and Facilitator Roles103
A Brief Review103
When the Mentor and Facilitator Roles Are Appropriate103
Complementary Roles104
Chapter 4The Monitor Role105
Assessment: Going Public with Your Reasoning106
Learning: Managing Information Through Critical Thinking106
Analysis: Argument Mapping111
Practice: Providing Warrants113
Application: Implementation Plan114
Assessment: Data Overload and Information Gaps114
Learning: Managing Information Overload115
Analysis: Using the Traffing Method to Channel Information121
Practice: Monitoring Your Performance by Inviting Feedback122
Application: Directing Your Own Information Traffic122
Assessment: What Went Wrong and Why?123
Learning: Managing Core Processes123
Analysis: Can This Process Be Improved?127
Practice: A Better Process for Handling Small-Business Loan Applications128
Application: Mapping and Improving a Process Yourself133
References133
Chapter 5The Coordinator Role135
Assessment: Project Planning138
Learning: Managing Projects138
Analysis: Project Planning152
Practice: The Job Fair154
Application: Managing Your Own Project155
Assessment: Your Ideal Work Situation155
Learning: Designing Work156
Analysis: What's My Job Design?167
Practice: Redesigning Work167
Application: Designing the Work Team167
Assessment: Student Orientation168
Learning: Managing Across Functions168
Analysis: Errors in the Design?176
Practice: Student Orientation Revisited177
Application: Examining a Cross-Functional Team177
References178
Integration 2The Monitor and Coordinator Roles180
A Brief Review180
When the Monitor and Coordinator Roles Are Appropriate180
Complementary Roles181
Chapter 6The Director Role183
Assessment: Origins of Personal Vision184
Learning: Developing and Communicating a Vision184
Analysis: Vision During Challenging Times189
Practice: PeopleSoft After the Founder191
Application: Crafting Your Personal Vision Statement192
Assessment: Personal Goals193
Learning: Setting Goals and Objectives193
Analysis: MBO Is Not for Me200
Practice: Write Your Own MBO203
Application: Setting Your Goals203
Assessment: Design and Desired Outcomes203
Learning: Designing and Organizing204
Analysis: Designing and Organizing a Collaboration on a Web-Based Initiative215
Practice: Applying Cultural Type to the Redesign of Our Assessment Activity216
Application: Understanding the Design and Organization of Your Company216
References217
Chapter 7The Producer Role219
Assessment: When Are You the Most Productive and Motivated?223
Learning: Working Productively224
Analysis: When Are You the Most Productive and Motivated?229
Practice: Feeling Dead-Ended230
Application: Creating Your Own Strategy for Increasing Personal Productivity and Motivation231
Assessment: Factors Contributing to a Productive Work Environment232
Learning: Fostering a Productive Work Environment233
Analysis: The Case of Michael Simpson240
Practice: The Same Old Job242
Application: Understanding Organizational Reward Systems243
Assessment: Organizational Stressors243
Learning: Managing Time and Stress/Balancing Competing Demands244
Analysis: Wasting Time256
Practice: Clarify Your Values257
Application: Improving Your Stress and Time Management258
References258
Chapter 8The Broker Role261
Assessment: Who Is Powerful?262
Learning: Building and Maintaining a Power Base262
Analysis: "I Hope You Can Help Me Out": Don Lowell Case Study270
Practice IThe Big Move272
Practice IIGetting a Little More Sleep275
Application: Changing Your Power Base by Changing Your Influence Strategy276
Assessment: How Effective Are You at Negotiating Agreement?276
Learning: Negotiating Agreement and Commitment277
Analysis: Your Effectiveness as a Negotiator284
Practice: Standing on the Firing Line285
Application: Practicing Negotiating287
Assessment: The Presenter's Touch: You May Have It but Not Know It287
Learning: Presenting Ideas: Effective Oral Presentations288
Analysis: Applying SSSAP298
Practice: You Be the Speaker298
Application: SSSAP: A Document of Your Choice299
References300
Chapter 9The Innovator Role302
Assessment: Personal Acceptance of Change303
Learning: Living with Change304
Analysis: Living with Change and the Power of Purpose308
Practice: The Power of Purpose Revisited309
Application: Providing Help309
Assessment: Are You a Creative Thinker?309
Learning: Thinking Creatively310
Analysis: Creativity and Managerial Style318
Practice: Creative-Relevant Skills318
Application: New Approaches to the Same Old Problem320
Assessment: Changes in My Organization320
Learning: Managing Change321
Analysis: Reorganizing the Legal Division329
Practice: Force Field Analysis331
Application: Planning a Change332
References333
Integration 3The Broker and Innovator Roles335
A Brief Review335
When the Broker and Innovator Roles Are Appropriate335
Complementary Roles336
Chapter 10Integration and the Road to Mastery: Understanding the Developmental Process338
Assessment: Reexamining Your Profile338
Learning: Integration and the Road to Mastery339
Analysis: The Transcendence of Paradox355
Practice: The Evaluation Matrix356
Application: Your Strategy for Mastery356
References357
A Competing Values Reading List357
Index365

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